Gemini Skills Workshop
Project Design andResults Delivery Overview
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 2 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Learning Objectives
• To explain the transition from an A&D to an RD
• To describe Gemini’s method of ensuring successful project designs
• To define key project design deliverables
• To describe the major components of a typical RD
• To review roles that Gemini consultants take in an RD
• To give a “feel” of what working on an RD is like
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 3 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Agenda
• Alternative Models for Change
• What is Project Design?
• Project Design Components– Project Logic
– Project Approach
– Project Structure
• Stream Design– Charters and work plans
• Results Delivery Overview
• Project Start-Up
• “As-Is” Modeling
• “To-Be Design
• Implementation
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 4 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Our Results Delivery projects follow five major models that vary according to client need
MarketMarketDevelopmentDevelopment
MarketMarketDevelopmentDevelopment
AnalysisAnalysisand and
DesignDesign
AnalysisAnalysisand and
DesignDesign
ResultsResultsDeliveryDelivery
Account ManagementAccount ManagementAccount ManagementAccount Management
Old Gemini Value Chain
As IsAs Is To BeTo Be ImplementImplement
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 5 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Model A combines standard improvement ingredients within an overall project management framework
Drivers:• Benefits Case• Resources Available• Readiness to Move
This model could represent Gemini’s strength in project management.
This model could represent Gemini’s strength in project management.
Issue Identificatio
n
A&D Results Delivery
Strategy
Re-engineering Streams
As–Is To–Be Implement
Communications/Mobilisation
Client Re-skilling
“Variations on a theme” model
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 6 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Model B focuses on project integration and engaging the organisation through quick hits, pilots and labs
As–IsAs–IsAs–IsAs–Is To–BeTo–BeTo–BeTo–Be
Engage Top ClientsEngage Top Clients
Mobilise Delivery TeamsMobilise Delivery Teams
Mass CommunicationMass Communication
“Integration-led” model• Similar to the “variations”
model, but with greater emphasis on integration.
• Applicable to more complex environments e.g. pan-European scope?
CommunicationsBenefits TrackingProject Governance
Analysis& DesignAnalysis& Design
Benefits Winning StreamsBenefits Winning Streams
Quick Hits, Labs,Pilots
Quick Hits, Labs,Pilots
Future Sustaining Streams: Organisation,
Skills, Knowledge
PilotsPilots PilotsPilots
This model could represent best practice in managing and integrating complex initiatives.
This model could represent best practice in managing and integrating complex initiatives.
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 7 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Phase 1Phase 1 Phase 2 Phase 2 Phase 3 Phase 3
Model C has three phases
Understanding the problem issue in depth
Focus on the right things to address the issue
Engage the organisation
• Address the issue through designing a solution
• Make it happen:
– Implement answers (Pilot)
– Align the organisation
• Can be anything depending on the client issue and their understanding of it
• Various entry points:– VAP, A&D, Alignment
Workshops
• Accelerate this phase by developing a strawmodel answer, injecting content
“Logical, problem-solving” model – Finding the right answer
This model is largely held by those with a strategy discipline orientation.
This model is largely held by those with a strategy discipline orientation.
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 8 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Model D is driven by vision and leadership alignment
• Do this in the A&D
• An option here is to distinguish between strategy dependent and strategy-neutral issues and identify different routes (and timeframes) for addressing these
• How long does this take? Opinion varies from 8 weeks to 6 months: how long does it take to develop robust strategy?
• Do this as soon as possible
Get executivecommitmentto the vision
Get executivecommitmentto the vision
Develop high level vision of the future:
“We want tobe . . .”
Develop high level vision of the future:
“We want tobe . . .”
Align top-level structure
arounddeliveringthe vision
Align top-level structure
arounddeliveringthe vision
Cascadedesign of
organisation,what it
means toimplementthe vision
Cascadedesign of
organisation,what it
means toimplementthe vision
ImplementImplement
This model balances a logical process (akin to the problem-solving model) with the organisation reality of the client system. It seeks to make change at a higher level more visible, sooner.
This model balances a logical process (akin to the problem-solving model) with the organisation reality of the client system. It seeks to make change at a higher level more visible, sooner.
Nothing will move in the organisation until this happens and
is seen to happen
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 9 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
• Aspiration
• Strategic Awakening
• Challenging Leadership
• Mobilisation
• Aspiration
• Strategic Awakening
• Challenging Leadership
• Mobilisation
A&D
Model E delivers sustainable results through architecting the project as a structured learning process for the entire organisation – workstreams provide learning ingredients
This model builds on the vision and leadership alignment model and emphasises individual and organisational learning and growth.
This model builds on the vision and leadership alignment model and emphasises individual and organisational learning and growth.
• Strategic Capability:• Leadership (individual and group)• Business Management Process• Corporate, Business, Market Strategy• Strategic Component of Core Processes
• Change/Catalyst Streams:Change/Catalyst Streams:– Ongoing Mobilisation & LearningOngoing Mobilisation & Learning– Culture Change MechanismsCulture Change Mechanisms
• The project is engaging people at strategic and emotional level in a carefully designed sequence of interventions to see the rationale for change for themselves and the company and to be part of building and implementing it.
“Learning oriented” modelRD
Qu
ick
Hit
s T
o G
ain
C
red
ibili
ty
• Organisation Capability:– Organisation Design– People Processes– Process Re-engineering/Info. Systems– Knowledge Management
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 10 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The models have differing underlying assumptions about what needs to be worked on
Source: Focus Interviews, Summer 1997.
ModelModel Key DriverKey Driver Underlying AssumptionsUnderlying Assumptions
AA • Task oriented• Task oriented • Problem is solved by assembling the right combination of standard improvement ingredients
• Management of tasks and achieving deliverables achieves benefits/business results: “getting stuff done”
• Problem is solved by assembling the right combination of standard improvement ingredients
• Management of tasks and achieving deliverables achieves benefits/business results: “getting stuff done”
BB • Integrated solution• Integrated solution • Pilots, labs, quick hits will engage the organisation in the short-term; need to be seen to be active early to get results and momentum
• Complex and inter-dependent issues require holistic approach• Balance short-term improvement streams (benefits winning) and enabling
streams (future sustaining) streams
• Pilots, labs, quick hits will engage the organisation in the short-term; need to be seen to be active early to get results and momentum
• Complex and inter-dependent issues require holistic approach• Balance short-term improvement streams (benefits winning) and enabling
streams (future sustaining) streams
CC • Finding the right answer• Finding the right answer • Organisation is in need of new information• Once information is available, change will result• Logical, problem solving method is required
• Organisation is in need of new information• Once information is available, change will result• Logical, problem solving method is required
DD • Vision and leadership alignment
• Vision and leadership alignment
• Alignment to new vision by leadership is critical to achieve movement• Top-down cascade of design and implementation
• Alignment to new vision by leadership is critical to achieve movement• Top-down cascade of design and implementation
EE • Organisation-wide learning• Organisation-wide learning • Sequence used to bring new information and organisational tools to the organisation will determine outcomes
• Process of learning is critical to accelerating rate of change and deepening levels of acceptance and commitment
• Need to be seen to be active early to get results, learning and commitment• Understand people’s concerns (emotional and rational) and work with the
energy associated with these in order to improve the business system• De-coupling project tasks from organisation and individual change process• Build strategic and organisational capability• Strong leadership orientation
• Sequence used to bring new information and organisational tools to the organisation will determine outcomes
• Process of learning is critical to accelerating rate of change and deepening levels of acceptance and commitment
• Need to be seen to be active early to get results, learning and commitment• Understand people’s concerns (emotional and rational) and work with the
energy associated with these in order to improve the business system• De-coupling project tasks from organisation and individual change process• Build strategic and organisational capability• Strong leadership orientation
In reality, we find all of these elements in our projects—the relative emphasis will vary.
In reality, we find all of these elements in our projects—the relative emphasis will vary.
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 11 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The value of the models lies in applying them in the right circumstances
A. Task oriented B. Integrated solutions
D. Vision and leadership alignment
C. Finding the answer
Top-TeamWorkshopsTop-Team
Workshops
Stream A
Stream B
Stream C
Stream D
Stream E
Benefits winning stream
Future sustaining streamsDefineproblem
IdentifyOption
SelectOption
E. Organisation-wide learning
Pilots
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 12 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Project Design Must Cover Content, Process and Structure
• Project logic:- Business objectives, key
activities, and deliverables/benefits
• Project approach:- Box and wire diagram
• Project workplan:- Top-level schedule
• Team charters and workplans:
- Workstream activities, schedules, timing, milestones, and deliverables
• Business case:- Tangible- Intangible
• Top-down and bottom-up mobilisation architecture:
- Mobilisation imperatives, strategic populations, and types of intervention
• Client communications, forums and process
• Project control:- Team communications- Project/individual quality
reviews
• Gemini profitability model:
- RPS, pricing, margin
Project Content Project Processes
• Roles and responsibilities for Gemini and client:
- Program management structure
- ESG composition and meeting schedules
- Types of teams
• Resource plan for Gemini and client:
- Numbers, skill, duration and type of involvement
Project Structure
WHAT HOW WHO
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 13 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Basic Principles of Project Design
• ConsistencyConsistency with business objectives, CSF’s and analysis conclusions
• IntegratedIntegrated objectives, activities and deliverables
• ClearClear linkagelinkage with benefits
• AchievableAchievable and measurable
• BenefitsBenefits match costs . . . appropriate resources to ensure deliverables
• InvolvementInvolvement of the client
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 14 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Project Design Starts During the A&DFirst two-thirds of A&D Final third of A&D
High-level Project DesignPossible Probable:
– Major workstreams– Service offerings– Team structure and skill needs– Primary benefit buckets– Sequencing and phasing
Project Logic developed:Project Logic developed:–– ObjectivesObjectives–– ActivitiesActivities–– DeliverablesDeliverables
Project Approach developed:Project Approach developed:–– InterdependenciesInterdependencies–– SequencingSequencing
Project Workplan developed:Project Workplan developed:–– TimingsTimings–– MilestonesMilestones
ProjectDesign Workshop
Project DesignReview
ProposalLetter
A&D Diagnostics input and refocus:
– Conclusions– Opportunities– Benefits– Key workwith buy-in
Sample strawmodel charters/workplans if
appropriate
A&D Team
RD ProjectRD ProjectManagerManager
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 15 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Inputs to a World Class Design
Best PracticeModels
Best PracticeModels
Analysis and Design
Findings
Analysis and Design
Findings
ClientInsights
ClientInsights
GeminiExperience
Base
GeminiExperience
Base
BusinessCase
BusinessCase
Balanced ScorecardBalanced Scorecard
TransformationMapping
TransformationMapping
World ClassDesign
World ClassDesign
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 16 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
How to Design a Project? The Output . . .
The Project Logic
The Project/StreamSchedules
The Project/Structure
• Activity duration
• Activity start/end date
• Activity breakdown/milestones/review points
• Business objectives
• Streams– Activities– Benefits– KPI’s– Deliverables
The ProjectApproach
• Project governance and hierarchy
• Work teams needed to accomplish goals– Integration– Communications
• Streams which can be done in parallel
• Streams which follow a natural precedence rule (input/output)
• The critical path
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 17 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Project Logic
– Demonstrate the relationship between a project, project components, and the clients’ business
– Make sure that each step is logical & the “Results” check back against “Objective”
Objective:Objective:
Guidelines:Guidelines:
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 18 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Project Logic Methodology
CriticalCriticalSuccessSuccessFactorsFactors
ControllableControllableVariablesVariables
AnalysisAnalysisStudiesStudies
AnalysisAnalysisFindingsFindings
KeyKeyDeliverablesDeliverables BenefitsBenefits ResultsResults
CHECK
ObjectivesObjectives
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 19 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Mission Statement CSFs
Project Objectives
Key Project
ActivitiesControllable
Variables Deliverables
A Results Delivery Project Logic Articulates the Close Ties Between the Organization’S Mission and Deliverables . . .
1.
2.
3.
1A.
1B.
1A(1)
1B(1)
1B(2)
1B(3)
Should comedirectly from
business 1B(2A)
1B(2B)
InitiativeObjectives
What are the keylevers we can
effect to achievethe objectives
Specific thingsto be done -
Can be mapped toProject Approach
TangibleProducts
What need tobe in place for themission statement
to be accomplished
(Lead Indicators)
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 20 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
PerformanceMeasure BaselineDeliverables
ImprovementGoal
BusinessImpact
. . . The Results Delivery Impact Logic Ties Deliverables Back to Improved Business Performance . . .
How effectivenessis to be
measured
“As Is”reading of
performance
Change goalfor performancemeasure from the baseline
Expected outcomescan be qualitative
as well as quantitative
… as defined by the Mission Statement on the Project Logic… as defined by the Mission Statement on the Project Logic
(Lag Indicators)
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 21 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Project Logic Example
Executive support and direction Quick hit identification and implementation Process flow Brown Paper “As Is”“To Be”
Process and procedures development
Cause and effect analysis
Predictor profile development and implementation
Decision tree development
Functional decomposition
Roles and Responsibilities
Training
PIL coaching
Maintenance system development
Interface development
Organization alignment
Internal communication
External communications
Benefit measurement
Key Project ActivitiesKey Project ActivitiesBusiness MissionBusiness Mission Critical Success FactorsCritical Success Factors Project ObjectivesProject Objectives
To accelerate significantly the improvement in our hygiene, effluent and safety standards toward consent and EPA value through better management of existing people, processes and plant
• Cornerstone of consistent basic safety, housekeeping and working practice disciplines
• Documented processes and procedures that are integrated and complimentary to environmental and production goals
• Roles, responsibilities and a decision process that are are clearly defined, communicated and understood
• Managers, staff and hourly-paid that are trained and competent in the required processes
• Key performance indicators that are predictive, clearly defined, understood and provide a basis for timely environmental and plant process control
• Clear and effective communications involving all levels and stakeholders
• A culture that values and rewards environmental improvement and team building across levels, functions and shifts, and establishes continuous improvement as a way of life
Ensure control by defining and implementing “Best Practices” for basic disciplines, housekeeping and working practices
Develop and implement a cause/effect plant control process that is balanced, cost effective and environmentally compliant
Define and clarify team oriented roles, responsibilities and decision processes that ensure consistent performance, department to department, shift to shift, level to level
Implement an integrated monitoring system to co-ordinate environment and production goals with the business mission
Create and implement an innovative and effective communication plan that is responsive to company and stakeholder needs
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 22 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Project Approach
To build a picture of workstreams, major events andtheir interrelationships
• A ‘Wire Diagram’ of the project is built, showing interdependencies, data flows, learning flows, which build a picture of project streams, project complexity and project timing
• Use to identify scope, magnitude of effort, process steps and timing:
- Only use complex wire diagrams internally
- A simplified version is shown to client
- Used as a basis to prepare project structure and project schedule
Objective:Objective:
Guidelines:Guidelines:
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 23 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Project Approach Example
Work Processes/Practices
Executive Alignment
StrawmanCharter
Select JointTeam Members
Joint TeamTraining
EIT *Training
EITSelection
StrawmanCharter
Communications andRoll Down Preparation
Roll DownDelivery
StakeholderFeedback
Data GatheringApproach
ProgramImpact
Outputs ResultsBenefits
Current Total Quality EffortDirection and
Purpose
Objectives andMilestones
Resources andSponsors
Ongoing Communication
Basic Systems and Procedures
Roles and Responsibilities Alignment
Maintenance Efficiency
Training Excellence
Hygiene and Safety Excellence
Effluent Process Control Excellence
Lead Emission Control Excellence
Maintenance Effectiveness
Doe Run Technology Application
Action Program
Reinforcementand Control
EnvironmentalBenefits
EconomicBenefits
ContinuousImprovement
Environment Monitoring and Control
Impact AreaMapping
Doe Run Technology Training
Acid Plant
ISFRefinery
Sinter
ExecutiveAlignment
Organization and Culture Alignment
Basic Discipline and “Best” Working Practices
Pollution Abatement Excellence
Meet ExpectationsGet ControlExecutive Action Team Meetings
TQ Initiative Integration
Stakeholder Partnering
ProcessEvaluation
Rapid Action
On Board ExecutiveAction Team
Agree Expectationsand Propose
Identify and AgreeGoals
Define AgreeAssociated Goals
Quality of Data
and Use
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 24 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Project Structure
• To create a structure of people and teams required to deliver the project
• Articulate purpose and responsibilities of each role
• Define decision processes
• Specify level of involvement/time commitment required
Objective:Objective:
Guidelines:Guidelines:
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 25 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Project Structure: What Levels Do We Involve?
Rest of OrganizationRest of Organization
Natural Work Teams, Rapid Action Teams, Natural Work Teams, Rapid Action Teams, Business Analysis TeamsBusiness Analysis Teams
Steering CommitteeSteering Committee
Joint/Core TeamJoint/Core Team
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 26 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
What Does the Executive Steering Group Do?
Steering Committee Charter
• Provide decision making/ leadership
• Provide timely/consistent project communications
• Establish project direction/goals
• Enable/empower organization
• Ensure organizational involvement
• Evaluate progress and take action
• Motivate/recognize contributors
• Role model new behaviors
Top Client
SteeringCommittee
Gemini
Client
Client
Teams Teams Teams
Issue # 2 Issue #3Issue # 1
Rest of OrganizationRest of Organization
Natural Work Teams, Rapid Action Teams, Natural Work Teams, Rapid Action Teams, Business Analysis TeamsBusiness Analysis Teams
Steering CommitteeSteering Committee
Joint/Core TeamJoint/Core Team
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 27 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
What Is a Joint Team?
The Project/Joint Team is:
• Composed of full-time Gemini consultants and clients
• The coordination mechanism for project activities
• “Champion” for embedding change
• The workers
Rest of OrganizationRest of Organization
Natural Work Teams, Rapid Action Teams, Natural Work Teams, Rapid Action Teams, Business Analysis TeamsBusiness Analysis Teams
Steering CommitteeSteering Committee
Joint/Core TeamJoint/Core Team
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 28 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Who Are the Joint Team Members?
• People that the client “cannot afford to give up”
• Future leaders of the company
• From many levels and across all functions to be involved
• Experienced in working cross-functionally and within the “shadow organization”
• Preferably interviewed by Gemini Project leadership– At minimum, we agree to their participation
– Respected by rest of organization
Rest of OrganizationRest of Organization
Natural Work Teams, Rapid Action Teams, Natural Work Teams, Rapid Action Teams, Business Analysis TeamsBusiness Analysis Teams
Steering CommitteeSteering Committee
Joint/Core TeamJoint/Core Team
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 29 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Objectives of Task-Based Teams: NWTs, BATs, RATs
• Get the project work done well:– Teams with the right people, right skills, right knowledge, and right access
• Get the work done quickly and efficiently
• Develop and effectively leverage client team members
• Obtain the full benefits of effective team work:– Faster results
– Shared experience
– Leveraged management
• Obtain greater client mobilisation and buy-in
• Transfer skills and knowledge of Gemini consultants to clients
Rest of OrganizationRest of Organization
Natural Work Teams, Rapid Action Teams, Natural Work Teams, Rapid Action Teams, Business Analysis TeamsBusiness Analysis Teams
Steering CommitteeSteering Committee
Joint/Core TeamJoint/Core Team
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 30 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Complex, Cross-Discipline Projects Need Creative Design and a Combination of Delivery Approaches
• Operational improvement/process orientation
• Mobilize the organization behind solutions / implementation
• Bottom-up business perspective
Natural Work Teams
• Short-term focus on tactical targets
• Implement simple solutions arising from A&D/As-Is analysis
• Lower management / supervisory focus
Rapid Action Teams
• Strategic/analytical orientation
• Set direction and develop management control tools
• Top-down business perspective
Business Analysis Teams
Consultants across practices can work within any of the above frameworks. Consultants across practices can work within any of the above frameworks.
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 31 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Project Structure Also Provides the Means to Effectively Govern Project Execution
ScheduleSchedule
NWT #1NWT #1
NWT #2NWT #2
NWT #3NWT #3
Natural WorkNatural WorkTeam #1Team #1
Natural WorkNatural WorkTeam #2Team #2
Natural WorkNatural WorkTeam #3Team #3
Natural WorkNatural WorkTeam #4Team #4
ExecutionExecutionTeam CharterTeam Charter
• Objectives• Benefits• Resources• Key Activities• Deliverables• Time Frame
Steering TeamSteering Team
Executive Committee
CoreTeam
“Bu
sin
ess
Cas
e” StrategicBenefit
Cost
Business Benefits
Project Logic
Project Approach
Subteams or WorkshopsSubteams or Workshops
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 32 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Team Charters Provide Focus and Direction
Charter Objectives:
• Communicates the overriding mission for the team
• Outlines team approach
• Aids in selecting participants
• Identifies team members, clarifies roles and responsibilities
• Lists specific deliverables, milestones, and timeframe
The charter is the teams’ blueprint for success.The charter is the teams’ blueprint for success.
Identifies teams and conveys focus of project or work
Overall purpose or problem statement of team
Outlines parameters of the team
Specifies objectives the team is charged to accomplish, should be measurable when possible
Outlines the major steps the team will need to take
Guideline for overall duration of the team and estimates of individual time commitment
Tangible products the team will deliver to accomplish the objectives, should include proposals and plans
Owner of the problem, makes decisions, assigns action plans
Members of the organization who will be needed to support the team
1. Team Name:
2. Mission:
3. Scope:
4. Objectives:
5. Approach:
6. Schedule:
7. Deliverables:
8. Key client:
9. Resources:
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 33 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Process of Creating a Charter Starts With Gemini, But Is a Joint Effort
• Typically, a good strawmodel is created during the A&D (may or may not involve client)
• At beginning of an RD, client joint team member and Gemini consultant review/refine/modify charter
• Charter reviewed/refined with NWT
• Charter should be reviewed periodically to keep the team focused
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 34 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Stream/Project Schedule
• A high level plan which indicates project duration, main activity phases, review points and main deliverables
• Keep to MAIN deliverables only
• DETAIL the first one to two months of the project NOT the back end
• SCHEDULE all Steering Committee reviews (approximately once a month)
• INDICATE BENEFITS SCOREBOARD REVIEW every 2-3 months
Objective:Objective:
Guidelines:Guidelines:
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 35 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Stream Schedule or Work Plan Can Be Used to Define the Stream in Terms of Key Activities, Time, and Who’s on Point
Activity I talyResource
SpainResource
N.A. Resource
3
N.A.Resource
2
N.A.Resource
1
Gemini 1 PraxairLead
Gemini 2 N.A. Resource
4
BrazilResource
1
WORLD WIDE BUSINESS
TEAM
JAN '94 FEB '94 MAR '94
Operations Planning/Energy Procurement Select Team Members for Operations Planning Select Team Members for Energy Procurement Decide on Core Diagnostics Develop Analysis Charters Develop Initial Premises Establish Framework For F inal Learnings Develop Site Specific Probes Train Team Members Develop Communications Plan Select Locations Identify Team Members from Locations Contact Location Team Members
3 10 17 24 31 7 14 21 28 7 14 21 28
R A/R I R R R R A/R R R R R R R R A/R R R R R R R R A/R R R R R R R R A/R R R R R R R R A/R R R R I I I R R A/R R R I R R A/R R R I R R R A/R R I R R R A/R C R I R R R A/R C R
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 36 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
A Milestones Schedule Is Used to Articulate a Stream’s (or Project’s) Critical Path and to Track Progress
- Denotes a Key Milestone
Deliverable: Implement “To Be” Demand Forecasting processDeliverable: Implement “To Be” Demand Forecasting process
1. Kick-off “To Be” implementation with Commercialand Sales management
Milestones Responsible TargetCompletion
Outlook Actual
ABC
XYZ
XYZ
ABC
ABC
ABC
ABC
XYZ
4/24
5/01
5/06
5/18
5/20
5/21
4/24
5/02
5/07
5/11
5/15
5/18
5/20
5/21
4/24
5/02
5/06
Should includePhase Review
Dates
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 37 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Often A Project Design Center/War Room Is Created to Track Project Activities and Provide Focus
Goal Setting—Defined at Start Goal Attainment—Dynamic
MasterMaster ComponentsComponents InterfacesInterfaces
LogicLogic
ScheduleSchedule
ApproachApproach
BenefitsBenefits
Value ChainValue Chain
LinkageLinkage
MigrationMigration
LogicsLogics
ApproachesApproaches
ScheduleSchedule
BenefitsBenefits
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 38 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
There is Overlap Between Project Design and Results Delivery
More and more clents are requesting some “results delivery” during the Analysis and Design.More and more clents are requesting some “results delivery” during the Analysis and Design.
MarketMarketDevelopmentDevelopment
MarketMarketDevelopmentDevelopment
AnalysisAnalysisand and
DesignDesign
AnalysisAnalysisand and
DesignDesign
ResultsResultsDeliveryDelivery
Account ManagementAccount ManagementAccount ManagementAccount Management
Project Design
Results Delivery
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 39 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Results Delivery Has Several Phases:
ProjectStart-Up
“As Is”Modeling
“To Be”Solution
Development
Implemen-tation
Planning
ImplementationManagement
ClientTransfer
ProjectDesign
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 40 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
What a Typical Results Delivery Looks Like:
• Project Design– Review and validate project design
– Develop project approach
– Develop team charters
– Develop work plans
• Project Start-up– Determine joint team members and ESG
– Kick-off work teams
– Conduct joint team training
– Review/validate charters and workplanswith team members
ILLUSTRATIVE
1 2 3 4 5 6
Week
ProjectStart-Up
“As Is”Modeling
“To Be”Solution
Development
Implemen-tation
Planning
ImplementationManagement
ClientTransfer
ProjectDesign
Ideally, most of the people selection has already occurred during the Analysis and Design.Ideally, most of the people selection has already occurred during the Analysis and Design.
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 41 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Why Is the Start-Up So Important?
T = I x C
R
Because it builds . . .
• Lasting trust:- Accomplishments and professionalism increase credibility
- Collaboration with executives increases intimacy
- The right events, the right time, the right way, reduces risk
• A solid foundation:- Communication rolldown builds work force support
- Team launch ensures right resources working the issues
- Facilitation and meeting effectiveness training improves problem solving
• Effective team dynamics:- People aren’t frustrated by unclear or non-value added assignments
- Teammates get to know each other through early debriefs and team builds
- The team develops confidence in the account manager
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 42 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
There Are A Few Critical Success Factors for a Good Startup
• Strong client team members are selected and made available
• Each team develops ownership of charters and schedules
• Project goals and objectives are agreed to by client
• Client team members receive on-boarding training– A&D overview
– Core process skills
– Emotional cycle of change
– Benefits tracking methodology
• Communications and mobilisation plans are initiated
• A strong Executive Steering Group is formed and takes an active, supportive role in the project
• Time is made to get to know client team members, executives and other Gemini consultants
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 43 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
There are Several Reasons Most of Our Work Involves Significant Client Involvement
• Transfer or ownership/client buy-in– Probability of complete, successful implementation is much higher
• Clients can have good ideas
• Clients know what’s been tried before, what has worked and what has not worked
– Understanding how to work the “underground” network is important
• Transfer of Gemini skills and knowledge
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 44 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
• Develop a schedule of team milestones and completion times
• Manage team sessions and ensure the overall process is maintained and adhered to
• Work with the teams and Executive Champions to ensure the integrity of the process
• Manage client expectations
• Add content expertise as appropriate
• Challenge the team to “think out of the box”
• Act as an outside, objective source of questions and comments
• Conduct one-on-one coaching and counseling sessions with Executive Champions, Joint Team members, etc.
• Assist the team in making pre-presents and presents to Leadership Committee and Executive Champions
• Role model the process
• Train the team in the necessary tools and techniques
• Help Gemini team members stretch and grow
What Are the Roles and Responsibilities of Gemini Consultants?
Project Management Thought Leadership People Development
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 45 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
What a Typical RD Looks Like:
• “As Is” Modeling– Perform internal assessments
• Process Mapping• Service level analysis• SI/CC
• Initiatives review
• ABM
– Perform external assessments• Benchmarking
• Customer perspective
• Best practices
• Technology assessment
– Validate findings and benefits
– Communicate/mobilize
– Perform “early wins”
ILLUSTRATIVE
7 8 9 10 11 12
Week
ProjectStart-Up
“As Is”Modeling
“To Be”Solution
Development
Implemen-tation
Planning
ImplementationManagement
ClientTransfer
ProjectDesign
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 46 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
“As Is” Modeling Provides the Building Blocks of the Final Results
CurrentCurrentProcessesProcesses
CurrentCurrentOrganization Organization
StructureStructure
Current Systems/Current Systems/TechnologyTechnology
Measures and Measures and BaselinesBaselines
ImprovementImprovement InitiativesInitiatives
Current Current CultureCulture
Key Cost Key Cost DriversDrivers
Early WinEarly WinOpportunitiesOpportunities
““To Be” To Be” CharacteristicsCharacteristics
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 47 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
“As Is” Modeling is a Delicate Phase of the Project
• The client is often impatient about doing the “As Is”– They think they’ve already done it in the A&D
– They don’t want to focus on the “broken” processes
– They are anxious to start seeing results
• It is essential to get a solid “stake in the ground”– Detailed opportunities are identified
– Performance baselines are established
• It’s as much for the mobilisation as it is for the data– Opportunities develop to get people involved
– People like to tell somebody what they think is wrong
– We often get comments like “This is the first time anyone’s listened in years”
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 48 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
What Are “Early Wins”?
Definition
Identified, realistic, achievable opportunities implemented early during the project to realize immediate, quantifiable benefits
Objectives
• To build client enthusiasm
• To build credibility for Gemini Processes
• To ensure easier migration through basic improvements
• To help generate buy-in for the longer-term programme
Early wins are a recognized Gemini strength!Early wins are a recognized Gemini strength!
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 49 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
ILLUSTRATIVE
What a Typical RD Looks Like:
• “To Be” Solution Development
– Develop “To Be” characteristics
– Develop “To Be” picture
– Validate “To Be” with client
– Validate “To Be” against benefits
– Determine key performance indicators
– Develop roles and responsibilities
– Communicate/mobilize
ProjectStart-Up
“As Is”Modeling
“To Be”Solution
Development
Implemen-tation
Planning
ImplementationManagement
ClientTransfer
ProjectDesign
11 12 13 14 15 16 17 18 19 20
Week
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 50 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Draw on Numerous Sources for Developing the “To-Be” Vision
“To Be”Vision
“To Be”Vision
Remember to challenge paradigms!Remember to challenge paradigms!
“As Is” Opportunities
Current Initiatives
Client Subject Matter Experts
Internal Client Best Practices
Innovation Workshops
Personal Expertise
Blue-Sky Idea Generation
Gemini Expertise
(Knowledge networks)
Faculty
Benchmarking
Professional Organizations
Technology
Activity Costs
Customer Needs
Business Modeling
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 51 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
There are Typically Two Phases of Design and Development Leading up to Implementation of the “To-Be”
Implementation
Design
Develop
Implement
Process MappingProcess Mapping
Best PracticesBest Practices
Roles & ResponsibilitiesRoles & Responsibilities
Validation & Gap AnalysisValidation & Gap Analysis
Implementation PlanningImplementation Planning
Performance MeasuresPerformance Measures
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 52 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The “To Be” Design Phase
• The “Design” phase initiates the creative process leading to the development of the “To Be”
• The “Design” phase answers questions such as:
– What could it look like at this client?
– How do “outside” ideas fit into our vision of this client’s this client’s “To Be”
– What do we want to improve?
– Where can we get good ideas?
– Is our vision the best? What other components or improvements might we add?
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 53 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The “To Be” Develop Phase
• The “Develop” phase answers questions such as:
– Who is accountable for completing which process steps?
– Does the “To Be” in progress address our needs?
– Does the design work in actual practice and will the people use it?
– What is the difference between the “As Is” and the “To Be” under development?
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 54 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
What a Typical RD Looks Like:
Implementation planning
• Perform gap analysis of “As Is”/“To Be”
• Develop performance tracking system
• Develop implementation plan
• Develop training plan
• Develop training
Implementation
• Pilot implementation
• Incorporate learnings from pilot
• Train employees
• Implement tracking and performance systems
• Develop post-implementation assessment and feedback plan
Client transfer
• Implement continuous learning/feedback plan
• Develop roll-out implementation plan
• Begin roll-out implementation
ILLUSTRATIVE
17 18 19 20 21 22 24 25 2623 27 28
Week
ProjectStart-Up
“As Is”Modeling
“To Be”Solution
Development
Implemen-tation
Planning
ImplementationManagement
ClientTransfer
ProjectDesign
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 55 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
What Implementation Looks Like . . .
Execution framework:
Implementation execution is designed to transfer ownership of the “Best Practice” Model with accountability for results and benefits to the owner.
Implementation execution is designed to transfer ownership of the “Best Practice” Model with accountability for results and benefits to the owner.
Conduct Orientation and Training of all Team Members
Develop Ongoing
Communication Plan
Conduct Gap Analysis
Develop Implementation
Plans
Schedule and Integrate
Workplans with Owner
Execute Implementation
Plans
Install Continuous
Improvement Model
Verify Success with Owner
1 - 3 Weeks1 - 3 Weeks 1 - 2 Weeks1 - 2 Weeks 1 - 3 Weeks1 - 3 Weeks 2 - 4 Weeks2 - 4 Weeks
1 - 3 Weeks1 - 3 Weeks 5 - 26 Weeks5 - 26 Weeks 1 - 2 Weeks1 - 2 Weeks 3 - 5 Weeks3 - 5 Weeks
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 56 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Implementation of Major Change Causes Emotional Reactions
• Significant emotional shifts occur while creating major change
• These shifts follow a predictable sequence, thus producing an emotional cycle of change
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 57 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Implementation of Major Change Causes Emotional Reactions Which Typically Show up in Five Stages
Project Life
Cycle
Start-UpDeveloping Recommendations: “As Is” and “To Be”
Implementation
Extension / Expansion or Completion
PESSIMISM
OPTIMISM
CERTAINTY
DOUBT
HOPE
CONFIDENCE
SATISFACTION
TIME
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 58 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
There are Several Key Take-Aways and Suggestions For Managing the Emotional Cycle of Change
• Not everyone will move throught the cycle at the same pace
• Typically, the project team will find themselves at uninformed optimism at the beginning of the project and “in the valley” during “To-Be” design
• It can be very helpful to review the Emotional Cycle of Change at the very beginning of the project
– Letting people know what they will be going through makes it easier to get through, and increase your credibility
• It is also advisable to review the emotional cycle of change throughout the project’s lifecycle
• Creating interventions is critical to moving the people through the cycle
What types of interventions could you imagine using?What types of interventions could you imagine using?
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 59 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Final Phase of Results Delivery Is the Ownershipby the Client of Their New Culture
ProjectStart-Up
“As Is”Modeling
“To Be”Solution
Development
Implemen-tation
Planning
ImplementationManagement
ClientTransfer
ProjectDesign
• How does client know when it’s over?
• How do we close out work teams?
• How does client know what to do after we pull out of area?
• How do we obtain a record of what we’ve done for the client?
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 60 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
A Typical Day in the Life of a Gemini Consultant
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 61 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Ways to Build Successful Client Relationships
• Learn the client’s industry, issues, critical functions, and areas:– Develop a point of view on events that affect the client’s businesses
(e.g., read Wall Street Journal, trade journals, etc.).
– Leverage GMT experience/learnings.
• Leverage your consulting expertise and life experience as much as possible:
– Remember that most clients have not been a “consultant” before.
– Utlize Gemini as well as other work/life experience.
• Be prepared to challenge the CEO and other clients constructively:– Test thinking, reframe mindsets, prompt creativity, confront with data.
– Only way to true partnering and added value.
• Never compromise your integrity or violate ethics:– Know the boundaries of both your role and your clients.
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 62 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Ways to Build Successful Client Relationships (cont.)
• Develop a clear vision and logical plan:– Always think through contingencies.
• Coach client(s) in the most efficient and effective ways possible:– Always think: problem implications solutions.
– Never hold a formal meeting with your client unless you have a desired outcome in mind.
• Always assume total accountability for the programme results:– Problems or failures are ours, not theirs.
– But clients must assume partial responsibility for delivering.
• Overplan—overcommunicate—over-merchandise:– To help you think everything through, use techniques such as role-playing, meeting planning
(outcomes, decisions, steps), problem solving.
• Set-up time to meet with your client on a regular basis
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 63 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Signs of a Successful Client Relationship
• You are considered a peer and are regularly consulted as an advisorby your client:
– The phone rings when your client has new problems.
• You and your client partner regularly make time to meet.– You can also easily meet with your client on an as-needed basis
• There is a sense of trust and confidence between you and your client partner.
• You are accepted at every level of the organisation.
• Your clients tell you:– “You sure learn fast.”
– “I know you have it under control.”
– “I need your opinion.”
PD&RD Ovrvw v.1.pt©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. – 64 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Signs of a Problematic Client Relationship
• Your clients hold “internal meetings” to discuss issues relatedto your project and you are not invited.
• It is difficult to get quality time with senior executives.
• You hear phrases such as “the consultants,” “you guys,” or “the Gemini project”.
• Clients have not made our agenda their own at Steering Group and other key meetings.
• The phone never rings