Capgemini – RapidStart - Univerzita Pardubice · Capgemini – RapidStart How to mobilize project at the first time and right. 2 • What are typical project threats? • How to

Jan LucCzech Republic, February 2012

Capgemini – RapidStartHow to mobilize project at the first time and right

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• What are typical project threats?

• How to solve this situation?

• What is a RapidStart?

• When we can use a RapidStart?

• RapidStart – Key Facts

• RapidStart – Key Benefits

• Shared PMO – RapidStart as a Service

• References

• More Information

AGENDA

© 2012 Capgemini. All rights reserved.

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What are typical risks threaten the company’s and PM’s ability to make the project successful ?


• Unclear and ambiguous definition of key deliverables• Unclear and ambiguous definition of project scope • Unclear change management process

• Escalation and handover procedure is not clearly established

• The role of PM Office is not clearly defined and implemented

• Responsibility and Communication matrix are not defined or used

• Estimations are lower or higher than reality

• Specialists are not allocated for whole volume of work

• Expectations are not shared in team

Threats

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• References


AGENDA


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How to solve this situation?


The answer ?And more awkward questions …

• How do we ensure correct and quick start of the project?

• How to check the accuracy and completeness of the required task?

• How to make sure that each team and team member has enough information and knows what to do?

• How to ensure risks identification and reduction?

• How to do it quickly and correctly at the first time?

• How to obtain assurance that we have correctly set the PMO?

• How do we know that we have well defined processes?

To use proven standardized procedure –Rapid Start

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• References


AGENDA


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What is a RapidStart ?


Rapid Start quickly gets the entire team on the “same page” by leveling the team’s understanding the new project, and with Capgemini’s methods, tools and approaches to allow client to establish project strategies, procedures and standards for the conduct of the project

Rapid Start is Capgemini’s global standard for mobilizing projects for the purpose of accelerating and industrializing project start-up, leveraging consistent use of methods, tools and templates with a minimum of local adaption

ClientView

CapgeminiView

Rapid Start is the means by which Capgemini’s Project Management Method is implemented for a given project thereby reducing start-up costs and leading to standardized projects during execution.

In Units where a shared PMO (sPMO) is implemented, RapidStart is the induction of sPMO operations in a given project

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• References


AGENDA


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When we can use a RapidStart ?


Pro

ject

Gov

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ost M

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Clie

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ions

hip

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Com

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Infra

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anag

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equi

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Man

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Qua

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Know

ledg

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ExecutionClose - Down

Start up

Proper usage of the Rapid Start brings benefits

throughout the whole project life cycle

Critical project areas are copying the RS workshop sessions and their outputs straightening the level of

knowledge

Every project is at the different starting point in these critical management areas. Rapid

Start will help to identify their status and come with ready-to-use toolkit to mitigate and

manage them.

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AGENDA









• References


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RapidStart is a set of facilitated workshops that enable the PMs and their team members to professionally mobilise by setting up the standard processes and tools

RapidStart – Key Facts


RapidStart has been determined by Group Capgemini as the standard approach for the start-up of new projects, both Fixed Price and Time and Materials, involving both onshore (local Capgemini office and client) and offshore teams

Dependent on the size and complexity of the engagement, a RapidStart could take between 1 and 3 days. It requires a full commitment by the project leadership and may necessitate additional work outside of the facilitated sessions. A separate offshore RapidStart may be warranted if the offshore team is not staffed and ready to begin work at the time the RapidStart is scheduled

Every engagement will have different needs/objectives so the schedule/sessions will be planned ahead of time and tailored accordingly.

It does not remove the need for continued Delivery Governance Reviews or Quality Assessments, but it does attempt to launch the engagement successfully

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• References


AGENDA


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RapidStart – Key Benefits


Reducing project losses by ensuring a solid project start

Drive methodological unification in order to enhance quality and reduce cost of delivery

Ensure that we deploy certain quality standard of delivery assets in order to reduce cost of delivery

Objectives

Workshop Sessions Benefits

1. Sales to Delivery Handover

2. Contract Briefing 3. PGP Introduction4. Deliverable Acceptance5. Scope Management6. Methodology, Project

Plan and Project Tracking7. Resourcing 8. Financial Setup9. Governance, Client &

Leadership Meetings

10.Configuration Management

11.Tools12.Technical

Environments13.Knowledge

Management14.Team On-boarding15.Communications 16.PCG content 17.Status Assessment

• Standardization in project start-up activities through tools, templates, methodology and technology

• Ready-to-use toolkit that prepares a team quickly for an engagement across its lifecycle

• Promotes a “One Team” model of delivery involving both onshore and offshore teams

• Creates a project team that is knowledgeable and prepared to execute the project in an effectively

• Integrates client learning throughout the engagement lifecycle

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• References


AGENDA


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Shared PMO – RapidStart as a Service

The Shared PMO (sPMO) core services framework includes RapidStart as a key service offered to engagements during start-up

sPMO when deployed locally will play a significant role in the RapidStart process:− RapidStart facilitator− Project plan setup (Clarity, MPP)− Repository setup (CoCoNet, Sharepoint)− Financial setup (N2K, CTR)− Tool Mentoring

sPMO involvement in the RapidStart sessions will also enable engagements to decide if they need to leverage sPMOservice offerings during project execution to close-down

Pre-sales Start-up Execute Close-down

Organize

Planning/ Scheduling

Controlling

Reporting

1. Pre-sales plan (High-level) support

2.1 RapidStartWorkshop Facilitation

2.2 RapidStart Tailoring Tools & Methods

2.3 RapidStart Project Repository & Tracking Set-up

2.4 RapidStart Plan initialization

3. Plan Transition Service 4. Plan Maintenance

5. Run the tools “Control Function”

6. Overall Processes and Tools Compliance

7. Conduct Metrics Collection

8. Project Health Check9. Setup consultant

(audit-like) service

10. Rapid Close

RapidStart

16. Setup Progress Report (Internal)17. Setup Progress Report (External)

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• References


AGENDA


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References


• Raiffeisen bank Czech Republic: Siebel implementation for all segments, internal RS

• Tatra Banka in Slovakia: Siebel implementation for the corporate segment, internal RS

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More information

With more than 115,000 people in 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2010 global revenues of EUR 8.7 billion. Together with its clients, Capgemini creates and delivers business and technology

solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business ExperienceTM, and draws on Rightshore ®, its worldwide delivery model. Learn more about us at www.capgemini.com.

About Capgemini


Rightshore® is a trademark belonging to Capgemini

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For more information

Please contact:

• Jan Luc – RS facilitator

[email protected]

• George Briford – RS facilitator

[email protected]


20© 2012 Capgemini. All rights reserved.

www.capgemini.com

Thank you very much for your attention!

Phase I

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Capgemini – RapidStart - Univerzita Pardubice · Capgemini – RapidStart How to mobilize project at the first time and right. 2 • What are typical project threats? • How to