Project Methods Intro Pack

Project Methods

Project Methods | Improving Performance, Providing Direction & Supporting Delivery


About us

Founded in 2006, Project Methods have become a leading provider Project and Programme Management related services.

We are focused on enhancing your organisation’s performance, productivity and profitability through the pertinent use of transformation & technology.

Our collaborative approach enables us to work alongside our clients and define and develop IT-enabled business and transformation strategies that drive top-line growth, profitability, efficiency and agility.

We employ the very best consultants: Programme Managers, Programme Directors, Project Managers Business consultants (Analysts, BPR, M&A, etc) Technical consultants (Testing, Data Migration, Systems Integration, etc) Programme Office / Project Office experts

From our consultant base we are able to undertake in excess of 2,000 consulting days per months.

Sector experience:

• Financial Services

• Retail

• Energy, Oil and Gas

• Construction

• Government

• NHS / Primary Care Trusts

• Telecoms

• Environmental and CSR


How do we help

Improving Performance - We work in partnership with our client to strengthen the performance of your projects through consistent and correct use of project management techniques

Providing Direction - Our project managers skillfully manage any size or complexity of project using proven techniques and processes. We will help you achieve your strategic goals by providing concept to completion project management services.

Supporting Delivery - Out of the ordinary initiatives can be daunting. With so many delivery challenges to consider, where do you start? We understand what makes something challenging and risky, and help you focus on the key aspects that will make the difference.

Core Service :

• Business Planning & IT Strategy Planning

• IT Transformation

• Business Process & IT Outsourcing

• Programme & Project Management

• IT Cost Reduction

• Share Service Centers


What we do

• Mergers & Acquisitions

• Business & IT Integration

• Business Transformation

• Organisation Relocation

• Technology Implementation

• Supply Chain Rationalisation

• Product/Service Launch

• Mandatory Change

• Outsourcing / Off-shoring

• We turn strategic ideas into reality - transforming the “think tank” into a “do tank”

From managing the integration after a merger, to implementing a strategic software package, we have a broad range of project delivery experience

We provide the leadership, insight, management tools and expertise to ensure successful delivery of investment benefit

Project Management:

• Programme & Project Managers

• PMO Consultants

• Project Management Frameworks

• Project Rescue

• Project Audits & Assessments

• Business Case Development


Why partner with us

We bring extensive expertise in the design and implementation of change

We are not just ‘advisors’ that talk a good game – we take accountability and responsibility for delivery, engendering energy, action and common-sense

We tailor solutions to each unique client situation using our comprehensive armoury of management methods, techniques and tools

We only employ professional consultants with hands-on delivery experience

We provide exceptional value for money, typically tying our commercial success to that of our clients

IT Transformation:

•Service Delivery Design

•Governance & Controls

•IT Shared Services Centres

•IT Cost Reduction

•Operating Model Design

•IT Outsourcing

•Strategic Sourcing

•Virtualization


Typical areas of engagement

Programme Management - We provides qualified and experienced professional Programme, Project and PMO Consultants who ensure complex, multidisciplinary projects are completed in accordance with customer requirements and objectives.

Shared Services - We support clients to transform their HR, Finance & IT departments into self-sustaining business units that increase performance while reducing operational costs.

Merger & Acquisition - Merger integration challenges are almost entirely related to failures in merger management, rather than to the underlying strategic rationale. We work with our clients to reduce M&A risk through improved due diligence and effective programme management of the integration.

Cost Reduction - Reducing Sales, General and Administration costs (SG&A) has become a necessity with increasing pressure for margin improvements. We support our clients in approaching SG&A restructuring with a solid focus on strategy definition and tangible improvements.

Business & Technology Transformation - We work with our clients to deliver Business Intelligence upgrades, ERP implementations, M&A consolidation activities, applications modernisation, business transformation or just about any other change initiative a client can invents. We strive to be a partner that works diligently with you throughout the process to deliver solutions that meet or exceed your specific business requirements.

Business Transformation:

• Shared Service Implantation

• Business Process Design

• Building Capability

• Cost Reduction

• ERP Implementation

• Portfolio Management

• Enterprise PMO

• Business Planning

• Business & IT Strategy


Lean operating model

Our business is upon the most lean operational cost base possible.

Our offices - We use a managed services approach to our office needs that means we can deploy a new office or expand from within our current locations within a single business day

Our technology - Our managed services approach equally applies to our technology platforms with extensive use of SAAS (Software as a Service) solutions for all our core applications, this means we have the ability to turn on and off services based on demand

Our people – We have a mix of retained and associate consultants and at any given time can draw from a combined talent pool of around 300 consultants

Our focus is to maintain a cost base that allows us to deploy the best team at the most realistic price point.

In short the best advice, the best people and the at the best price at a time when value for money is the single biggest differentia.

Technical Capabilities:

• Enterprise Resource Management from Oracle, SAP, PeopleSoft, COINS, IFS & Axapta

• Customer Relationship Management from Siebel, Chordiant & Microsoft

• Citrix & Virtualisation deployment & optimisation

• Solution Architecture Design


Case Study LINPAC Group

Challenge

To establish and manage an Enterprise Programme Management Office (ePMO), implement MS Project & Portfolio Server and a revised IT Governance Framework for all major information technology projects.

Solution

Project Methods designed and implemented an Enterprise Program Management Office and IT governance structure that centralised management of IT projects. The EPMO took on key day-to-day responsibilities within each of the projects, these responsibilities included project planning, procurement support (e.g., RFP development, proposal evaluation, negotiations), project management, technology lead and vendor management.

Results

Defined global sourcing & vendor management strategy that reduced IT costs by 18%

Developed an ePMO maturity model that was used to track functional maturity

Established ePMO Steering Committees at Group and Divisional levels

Implemented Microsoft Project Server, Enterprise Project Management tool set with SharePoint

Implementation of a ePMO


Strategy Setting

Business Case Development

Project/Program Delivery

Business Performance

Current Last Period Target Status Current Last Period Target Status

(No.) (No.) (No.) (Hours) (Hours) (Hours)

Hired (No)Interviewed

(No)(Dhs) (Dhs) (Dhs)

÷ (%) (%) (%) (Dhs) (Dhs) (Dhs)

(No.) (No.) (No.) (No.) (No.) (No.)

(No.) (No.) (No.)

(Day) (Day) (Day)

(No.) (No.) (No.)

(Dhs) (Dhs) (Dhs)

Part 4: Employees per phaseCurrent Last Period Target Status Target Status

Resignation FTE Feasibility Phase (No.)÷ (%) (%) (%) Design Phase (No.)

(No.) (No.) (No.) Tendering Phase (No.)Total absent

daysScheduled

working days(No.)

÷ (%) (%) (%)

Current Last Period Target Status

(No.) (No.) (No.)(No.) (No.) (No.)(No.) (No.) (No.)(No.) (No.) (No.)(No.) (No.) (No.)

TOTAL (No.) (No.) (No.)

(%) (%)

Construction Phase (No.) (No.)

(No.)(No.)

(No.)

Persons Interviewed

Resignations

Success Rates of Training & Development

Competency Requirements vs. Availability

Time to Fill Vacancies

Number of Vacancies

Cost per recruitment

(No.)

(%)

(%) (%) (%)

(No.)(No.)

Last periodCurrent

Absenteeism Rate

Use of Organization Provided Facilities

(No.) (No.) (No.)

Accidents

Staff Turnover/Loyalty Rate

Part 3: Employee Satisfaction

Other

Absenteeism by Category

Sick Leave

MaternityGrievances

Employees Put Through Training

Hired/Interviewed Ratio

Part 2: Training

Persons Hired

Total Training Costs

FTE (Full Time Equivalency)

Part 1: Staffing

Average Training Hours per FTE

Average Training Costs per FTE

NationalityBritish

28%

UAE16%

Lebanese6%

Australian4%Algerian

3%Iraqi1%

Indian9%

Egyptian1%

Jordanian10%

American3%

Canadian4%

Sudanese1%

Palestinian4%

Pakistani1%

Omani1%

Yemeni1%

Malaysian1%

Danish1%

Service Reporting

Project/Program/Portfolio Control

Enterprise Performance ManagementClient Vision and Strategic

RoadmapClient Strategic Objectives

Balanced ScorecardDepartmental Balanced

Scorecard

Proposition & Business Case Process

OutlineBusiness Case

Gate

FullBusiness Case

Gate

StrategicAssessment

Gate

Business Case Plan

Gate

• Solution Proposition document review• Score proposition against Client strategy• Confirm stakeholder buy-in and sponsorship • Confirm Business Case Plan approach/scope• Business Case Development Plan review• Confirm Business Case deliverables and gates• Address capacity and capability issues• Approve resourcing and cost implications• Visions & Outcomes, TOM review• Review solution against Client strategy• High Level Cost Benefit review• Approve OBC & FBC stage plan• Programme/Project Delivery Plan review• Agree 3rd parties and contracts/legalities• Detailed Cost/Benefit review• Approve FBC & Stage 1 delivery plan

Proposition & Business Case Gateways

Service Delivery

1

2

5

GOVERNANCEBuild and implement best-practice governance and controls whilst minimising bureaucracy

GUIDANCEHelp teams to deliver business-critical by providing hands-on expertise

COACHINGCoach and mentor teams

to become a centre of excellence for knowledge

and learning

REPORTINGEstablish regular and accurate dashboard based reporting to

provide ‘early warning’ management information

PerformanceManagement

Service Improvements

HR / Finance / OrganisationService CatalogMaintenance

Legal Contracts

RFP/Sourcing

Service Agreements

Process Development

Vendor Management

SLA’s/OLA’s

Internal KPI’s

Supplier ManagementVendor Research

6

3

4Managed Service

Tran

sition

and

Tran

sform

ation Build Internal

Capability

Design and Build Acqui

re an

d Pa

rtner

(O

utso

urce

)

CompositeSolution

Functional &Technical

Requirements

Functional &Technical

Requirements

Project InitiationPlanning

Project InitiationPlanning

Program Management

Plan

Program Management

Plan

Vision & Outcomes

Vision & Outcomes

High-LevelCosts & Benefits

High-LevelCosts & Benefits

TargetOperating

Model

TargetOperating

Model

RejectedRejected

Rejected

Rejected

Customer Meeting

Notes

Customer Meeting

NotesProposition

Log

Proposition Log

Opportunity Assessment

Opportunity Assessment

Internal Proposition

Internal Proposition

Service/Solution Proposition Document

Service/Solution Proposition Document

Strategic Assessment

Gate


Plan

ADGS Budgeted Projects

Business Case Plan Gate

Outline Business

Gate

Outline Business

Case Gate

RFP/RFI Proposal

FullBusiness

CaseGate

FullBusiness

Case

Solution Need and Justification


Customer Relationship Management

7

Employee Satisfaction% Skill gaps closed

% of nationalsPeople Utilization

Contractors as % of total staffAttrition/Retention

% failing probation

Develop demand aligned capability

No. of processes signed off

% Process Compliance

Major NC (Audits)

No. of processes improved

Establish Repeatable quality

Processes

No. of complaintsCustomer Satisfaction

Clearly agreed working processes

No. of decisions made with EC involvement

SLA performance

Deliver our promises

Manage Government/Partner relations

% projects progressing as per plan

Variation (Budget v/s Actual)- Capex- Opex

- Revenue

Portfolio Balance (% contribution from each line)

Measures

Financially Strong

Strategic Objectives Targets Projects

Financial

Customer

Internal

Learning & Growth

Establish Commercial Readiness

100%

15%15%

AED 200 mm

NR

TBD75&

NR0

0%20

100%02

TBD

100%2%80%

75%10%

0%

External Clients

1. Data Centre Project 2. Abu Dhabi Network 3. Transitioned Projects

Internal Clients

1. Document Management System 2. Enterprise Platform

3. Service Management System 4. Call Centre 5. Internal Oracle Project

6. Corporate Reporting 7. CRM

8. Al Bateen Network 9. Tactical Platform Application

10. ADGS Intranet 11. ADGS Website

12. Enterprise Integration Solution 13. Business Perf Mgmt System 14. Project Management System 15. Fixed Asset Tracking

16. Content Management System

Internal improvement projects

1. TS Operating Model2. TS Transformation

2009

Actuals

60%

60%15%

AED 20 mm

NR

TBD68%

NR2

5%10

85%21

TBD

50%0%60%

30%2%

0%

Status

• Target 1

• Target 2

• Target 3

• Target 4

Ready for business

Service delivery

Service excellence

Serviceexpansion

Solutionsexcellence

Global recognition

2009 2010 20132011 20142012

• Target 1

• Target 2

• Target 3

• Target 4

• Target 1

• Target 2

• Target 3

• Target 4

• Target 1

• Target 2

• Target 3

• Target 4

• Target 1

• Target 2

• Target 3

• Target 4

• Target 1

• Target 2

• Target 3

• Target 4

Today Tomorrow Future

• Target 1

• Target 2

• Target 3

• Target 4

Ready for business

Service delivery

Service excellence

Serviceexpansion

Solutionsexcellence

Global recognition

2009 2010 20132011 20142012

• Target 1

• Target 2

• Target 3

• Target 4

• Target 1

• Target 2

• Target 3

• Target 4

• Target 1

• Target 2

• Target 3

• Target 4

• Target 1

• Target 2

• Target 3

• Target 4

• Target 1

• Target 2

• Target 3

• Target 4

Today Tomorrow Future

Employee Satisfaction

% Skill gaps closed% of nationalsPeople UtilizationContractors as % of total staff

Attrition/Retention% failing probation

Develop demand aligned

capability

No. of processes signed off

% Process Compliance

Major NC (Audits)

No. of processes improved

Establish Repeatable quality Processes

No. of complaints

Customer Satisfaction

Clearly agreed working processes

No. of decisions made with EC involvementSLA performance

Deliver our promises

Manage Government/Partner relations

% projects progressing as per plan

Variation (Budget v/s Actual)- Capex- Opex

- Revenue

Portfolio Balance (% contribution from each line)

Measures

Financially Strong

Strategic Objectives Targets Initiatives

Financial

Customer

Internal

Learning & Growth

Establish Commercial Readiness

100%

15%15%

AED 200 mm

NR

TBD75&

NR0

0%20

100%0

2

TBD100%2%

80%75%

10%0%

2009

Example

Example

The CRM Value Chain

Know

Target

Sell

Servi

ce

The CRM Value Chain

Know

Target

Sell

Servi

ce

Know

Target

Sell

Servi

ce

Operational CRM Analytical CRM

Collaborative CRM

Operational CRM Analytical CRM

Collaborative CRM


Contact DetailsWe are headquartered in the London with a network of branch offices in Europe and the Middle East.

Contact us:

[E] [email protected]

[T] +44 (0) 207 117 8111

[F] +44 (0) 207 117 3470

[U] www.projectmethods.co.uk

Project MethodsLyttleton House64, Broomfield RdChelmsford Essex CM1 1SW