Appendix B: PQA Workshop Result Example
PQA Workshop Result
20. – 21. May 09.00–19.00/14.30
PARTICIPANTS
Development Manager
Financial Manager
General Manager
Client Project Manager
Sales Manager
Production Deputy Manager
LI Project Manager
Production Manager
Quality Manager
WCAT IT Project Manager
Client Service Manager
FACILITATOR
Soren Lyngso
B1. INITIAL SITUATION AND OBJECTIVES
The company is one of the world’s most important suppliers of systems for production and maintenance of catalogs to be reachable from many media. The catalogs can retrieve information across many databases and data media from alternative data providers.
Customers are typically large international companies with internationally distributed production and sale of their products.
Projects comprise internal development of standard systems and tailor-made customer solutions. Client solutions may be recurring orders involving only a few adjustments in each case, or they may be completely new orders with varying degrees of solution development.
Customer projects today require no great intensity in cooperation with the customer, but there is a tendency that it is becoming increasingly necessary to involve the client’s employees in system development, especially when it comes to more advanced user interfaces.
The wish for a new and better project environment must be seen as a natural progression toward greater efficiency and steadily improved competitiveness and customer service.
To improve efficiency, a better overview of production processes and their contexts is needed. Production process data must be collected systematically in a way that allows for preparation of standard times for standardized procedures. Production process data must show how cooperation between the various departments is handled during a project so that handover of partial deliveries can be ensured in time with the right quality.
It must be possible to assign available scarce resources across national borders.
It must be possible to prioritize projects, so that less critical projects do not inadvertently get critical resources assigned at a time when a more critical project requires their usage.
In order to increase competitiveness, besides through increased efficiency, it must be possible to analyze the impact on the production capacity of each customer order accurately in order to be able to build a realistic plan for cooperation with the customer on completion of a delivery.
The teams that are expected to complete a project must be shown as early as possible in the project database so that departments can plan their resource availability. The overview of resource capacity and the status of ongoing projects must be internationally available to sales and project management.
The future project information system must create visibility of active and planned projects, so that the cooperation between project participants, project managers and department managers can be handled on a realistic basis.
Acquired experience must be classified and available so that it can be used for future estimation and projects planning.
It is especially desirable that project participants can visualize that they have been good at planning their projects.
The project management information system combined with improved business processes must ensure reliable and consistent information and communication in support of the daily project management and the long-term capacity planning of resources.
It is essential that the system is implemented in harmony with that the organization is ready to exploit the system. Many small victories are better than one “big bang.”
It is important that workflows around the system usage are in place and that there is education covering the concurrent usage of all integrated information systems for project management.
Finally, it is important that pertinent standards are established and implemented before the systems go into operation.
B2. VISIONS AND MISSIONS
B2.1 Development Manager
Based on our “Single Source” project database, employees at all levels have access to information that is sufficient to enable them to prioritize correctly. We get a collection of documented experiences that efficiently supports continuous improvement of our methods.
B2.2 Financial Manager
We get one common methodology across national borders.
This gives overview and visibility of impact on the project, department, and company level.
Efficiency and higher profits.
Not too bureaucratic.
B2.3 General Manager
A system that provides a reliable overview of responsibilities, milestones, deadlines, and status in the planning and execution of projects and that creates transparency and mutual understanding of processes and organizational relationships.
B2.4 Client Project Manager
We get a visible international project management system that is easy to maintain. The system facilitates an easier daily follow-up for management and project managers.
Project plans are maintained in a central location with real-time data that is accessible to stakeholders.
• Internal and external project plans are maintained in one place.
• It is visible, what activities are new compared to what was agreed.
B2.5 Sales Manager
Customers benefit directly from new solution:
• Web access to project status
• Visible development in cost and invoice base
Competitive advantages in the sales phase:
• Fast calculation and time estimation
• More solution options
Improved operational execution:
• Higher efficiency
• Improved tracking and experience documentation
• Common methods
B2.6 Production Deputy Manager
The system is reliable and shows the true picture of the project portfolio and the capacity utilization.
The system supports both short-term impact assessment and long-term capacity planning.
Potential projects get visible in the plan.
B2.7 LII
All stakeholders are satisfied with the solution.
The solution is used as intended.
B2.8 Production Manager
Visible project execution (processes and resources)
Visible dependencies
Overview of project progress
Only three people update the project plan
B2.9 Quality Manager
We get an overview of executing and agreed projects and tasks so that each employee can make decisions about where the employee can set in with maximum benefit. This gives better job satisfaction, creates greater flexibility, leads to fewer errors, and results in higher throughput and improved performance.
B2.10 IT Project Manager
We establish a solution that is used.
B2.11 Client Service
The system supports both manager and employee to better planning and monitoring of projects based on “Single Source” available project information.
B3. CRITICAL AND SUGGESTED SUCCESS FACTORS
B3.1 Effective project culture
1 |
Impact → only projects in the system receive resources! |
3 |
The objectives of the system are known and accepted. |
5 |
Planning culture with respect for others planning. |
6 |
Provides insight for others into my projects. |
13 |
Responsibilities and tasks are always clearly defined. |
14 |
The users understand the benefits and importance of the solution. |
15 |
The system is embedded in the organization—also in 2 and 3 and n years. |
18 |
Increased employee satisfaction through better coordinated production processes. |
21 |
The system must support the sharing of good ideas. |
27 |
We get a helpdesk for users of the system. |
30 |
Full overview of resources and their qualifications and their availability across the entire international organization. |
32 |
More efficient project process. |
40 |
It becomes apparent who must be notified when there are deviations from a plan. |
42 |
All involved stakeholders report problem situations in the system with the assurance that the situations are treated in time. |
43 |
Most activity in WCAT happens in projects and all departments are working toward common goals of the projects. |
44 |
The methodology foundation becomes so good that we can live a week without the system in operation. |
46 |
Who is responsible to update what in the system is visible. |
47 |
No excuse for not being proactive and for not taking initiatives. |
49 |
An internal team at WCAT is identified to ensure the success of the new system and the new workflows. |
51 |
We visualize reasons for decisions. |
52 |
We have established “Best Practice” standards. |
53 |
Decisions are made where the competence is the highest. |
58 |
Requirements for competence, qualifications, and responsibilities for all jobs are visualized. |
60 |
The system supports coordination across HQ and subsidiaries (including transfer pricing). |
64 |
There are consequences for not delivering time recording one time per week. |
67 |
We get better at finishing projects. |
B3.2 The system supports optimal project implementation
2 |
Reliable data that are validated before they come into the system. |
7 |
The system is integrated with other information systems so that the information is coordinated across these systems. |
8 |
Visible utilization of resources (billable time versus time spent). |
9 |
The system must make it easier for the users to do planning. |
17 |
Utilization of the system gives a measurable economic benefit. |
19 |
We get an overview of where we lose and make money so that we get an improved business focus. |
22 |
The invoice foundation appears significantly faster. |
23 |
Increased maneuverability. |
24 |
Flexible reporting capabilities that show relevant information. |
25 |
Each employee has an overview of the tasks that the employee is allocated to and used on. |
26 |
Be able to identify potential conflicts and deviations early in the project. |
33 |
Bottlenecks are visible. |
34 |
Internal and external plans can be maintained in the same place. |
37 |
The system is easily adaptable to new methods at WCAT. |
39 |
It will be visible if a task is behind or ahead of schedule. |
45 |
The system is proactive—it reminds the user about activity that must be initiated. |
47 |
No excuse for not being proactive and for not taking initiative. |
50 |
We can assess the impact of different projects and project portfolio scenarios. |
56 |
The system contains only one truth. |
57 |
We get fast and useful final costing of projects. |
59 |
The system can highlight the vulnerability relative to essential staffing. |
65 |
You can register all kinds of time spent in the system. |
B3.3 Conformity between our delivered services and the customer expectations
10 |
Controlled project process with fewer surprises, higher predictability. |
16 |
The planned project times are respected. |
20 |
We can at any time inform the customer about the status of the costs incurred in the customer’s projects. |
23 |
Increased maneuverability. |
28 |
Higher customer satisfaction because we deliver what is agreed on time. |
29 |
Visible customer deliveries and consequences of the customer’s failure to comply with agreed conditions. |
31 |
The system provides a better basis for guiding the customer to an optimal process. |
36 |
Better time estimation for proposals (standard time). |
40 |
It becomes apparent who must be notified when there are deviations from a plan. |
42 |
All involved stakeholders report problem situations in the system with the assurance that the situations are treated in time. |
48 |
We must be able to detect and measure the quality of each process (e.g., agreed with the customer). |
B3.4 Applied and accepted management tool
4 |
The sales team uses the system for capacity calculation and budgeting of potential projects. |
11 |
Increased reusability of collected data and experience. |
12 |
Better differentiated classification of time recording. |
15 |
The system is embedded in the organization—also in 2 and 3 and n years. |
35 |
The projects must be started and built uniformly when they are of the same type. |
38 |
The plans are available on the intranet. |
41 |
The system’s benefits are visualized and communicated. |
54 |
There is education internally in the system even after it has come into operation. |
55 |
We start up with a solution that quickly provides visible benefits and is widely used. |
61 |
The system data are protected against unauthorized access. |
62 |
It can be seen who has recorded system data. |
63 |
We get a proven method per type of project. |
66 |
The system demands very limited operational intervention. |
68 |
Accepted tool for leadership and management. |
B3.5 The solution contributes measurably to increased profitability
8 |
Visible utilization of resources (billable time versus time spent). |
11 |
Increased reusability of collected data and experience. |
17 |
Utilization of the system gives a measurable economic benefit. |
19 |
We get an overview of where we lose and make money so that we get an improved business focus. |
22 |
The invoice foundation appears significantly faster. |
36 |
Better time estimation for proposals (standard time). |
55 |
We start up with a solution that quickly provides visible benefits and is widely used. |
57 |
We get fast and useful final costing of projects. |
B3.6 Conformity between LI services and WCAT expectations
69 |
LI meets agreed deadlines. |
70 |
LI coaches throughout the implementation. |
71 |
WCAT is responsible for project management—LI ensures an efficient process. |
72 |
WCAT are satisfied with LI services. |
B4. PQA MATRIX
B5. ACTIVITY DESCRIPTION EXAMPLES
B5.1 Define and Document Essential Project Types
Activity Description |
3) Define and document essential project types |
Prepared by ML |
Date: 06.04.12 |
Delimitation |
This activity does not include the following: • The specific project model and the contents of the activities in the individual departments • The organizing of the projects and the roles in the WCAT (project)-organization |
Products |
A document that describes the essential project types with clearly defined phases, when to change phase, and the distribution of responsibilities. During this we should determine the interfaces and dependencies between the various functional areas. |
Purpose |
The purpose of describing the essential project types is to define and document these in a structured way, and from this to: • Be able to prioritize based on WCAT business objectives • At any time, be able to see in which phase a project is and who is responsible • Ensure that the individual employee has an overall view of the phases in essential project types • Ensure a structured collection of experience-figures for each project type • Ensure that the descriptions form the basis of the implementation in the COTS |
Responsible |
JO |
Other resources |
CT; ML Qualifications: Thorough understanding of WCAT business processes (service, workflow and products) |
Sub-activities |
Description of Tasks |
Resource Requirement |
|
1) Identification of the essential project types. 2) To carry out the analyses and describe the individual project types a group (person) per project type is established. It is the responsibility of the individual group to: • Describe the existing project workflow • Identify the action areas/problems • Determine and describe the ideal project workflow (phases, when to change phase, etc.) • Describe the distribution of responsibilities for the project workflow |
JO, ML (4 hours) Expected time consumption per group: 2 weeks |
||
3) Configure COTS for the essential project types. |
CT, LI, ML, JO Expected time consumption: 4 weeks |
||
Time frame |
August–October 12 |
||
Risks |
If this project is not given top priority by the management, the resources will disappear from the project. A strong project team must be set up to ensure its visibility in the organization. Efficient project culture does not arise of itself. COTS is not able to support our description of the project types. The system is not easily adapted to new project types. |
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Dependency on other activities |
This activity can be started independently of other activities. Close coordination with: 3) Define and document effective project management is necessary. |
||
B5.2 Define and Document Optimal Project Management
Activity Description |
4) Define and document optimal project management |
Prepared by JO |
Date: 08.19.12 |
Delimitation |
The definition and documentation must reflect the complexity of the project types we have in WCAT and also the resulting demands on managing and reporting (“We do not build spacecrafts”) |
Products |
Clearly defined project workflows and established routines on workflow management |
Purpose |
To create a common understanding of and experience in how projects should be managed so that our customers see us as professionals who keep their word and so that we continuously improve our efficiency and quality based on the experience gained |
Responsible |
JO |
Other resources |
Departmental managers or others who are responsible in relation to our project types, Project Team, and Project Office |
Sub-activities |
Description of Tasks |
Resource Requirements |
1.1.1 |
1) Define the required description for all project types to ensure consistency in views and results |
Steering Group and Project Team |
1.1.1 |
2) Describe the workflow of the individual types based on start-up, implementation and completion criteria in accordance with the agreed template |
Project Team together with the persons responsible for a workflow |
1.1.1 |
3) Describe roles in a workflow (participant types, departments involved) |
Project Team and Steering Group |
1.1.1 |
4) Describe distribution of responsibilities including handover requirements and the related documentation (the baton), which must exist between processes |
Project Team together with the persons responsible for a workflow |
1.1.1 |
5) Determine QA in a workflow to prevent errors |
Project Team together with the departmental managers and Steering Group |
1.1.1 |
6) Determine measuring points in a workflow as regards time consumption to be able to: • Estimate time for cost estimation • Estimate time for planning • Measure earnings |
Project Team together with the departmental managers, LN, and Steering Group |
1.1.1 |
7) Make cost accounting |
Project Team and Steering Group |
1.1.1 |
8) Implementation form: How do we define implementation What signifies that a project has been handed over? |
Project Team together with departmental managers |
1.1.1 |
9) Formalization of the cooperation with the customer before, during, and after |
Project Team and Steering Group |
1.1.1 |
10) Continuous follow-up (what can be made more efficient in a similar workflow in the future), especially after the first implementation |
Project Team, Project Office, and Steering Group |
1.1.1 |
11) Success criteria for a project type should be determined (did the customer get what we promised) |
Project Team with Sales |
1.1.1 |
12) Handover of the project to Support |
Project Team |
Time Frame |
Effective time: 1 week’s general preparation and 3 weeks per project type (workflow). Additionally 1 week per workflow for finalization of description. |
|
Risks |
The project cannot be given the priority that was intended The selected resources cannot participate at the right time The dependent activities are delayed The above-mentioned time estimate is wrong |
|
Dependency on other activities |
Predecessors: 3) Define and document the essential project types 1) Establish Project Team 2) Establish Project Office 8) Internal courses must be held 11)Tools must be available |
|
B5.3 Clarify and Implement Phase 1
Activity Description |
5) Clarify and Implement Phase 1 |
|
Prepared by CT Revised by LI |
Date: 06.17.12 Date: 08.24.12 |
|
Delimitation |
Install the system in accordance with the specifications in the contract between ST and LI |
|
Products |
COTS installed to be used for time registration and project and production planning in ST (DK, UK, US) Define time frame and schedule for introduction of the individual elements in COTS After the implementation, the system will be handed over from the project team to an operation organization |
|
Purpose |
Ensure that the contractual obligations between ST and LI work as expected Ensure technical functionality of delivered COTS |
|
Responsible |
CT |
|
Other resources |
LI, ST UK, ST US, IT |
|
Sub-activities |
Description of Tasks |
Resource Requirements |
Define exact content of Phase 1 |
CT 40 hours LI 40 hours |
|
Prepare extra functionality: Integration COTS and SAP Production planning Copying of project |
CT 120 hours LI max 105 hours LI max 180 hours LI max 95 hours |
|
Test: Connection to ST, UK, and US |
CT, ST, UK, and US 20 hours LI max 8 hours |
|
Install ST in DK, UK, US: Time registration Project management Production management |
CT 40 hours ST UK 20 hours ST US 20 hours |
|
Handing over of running system to the operation organization |
CT 20 hours IT 40 hours |
|
Time frame |
Extra functionality: Integration COTS and SAP |
September 30, 2012 |
Production planning |
December 15, 2012 |
|
Copying of project |
January 31, 2013 |
|
Installation |
ST DK |
ST UK |
ST US |
||
Time registration |
September 1, 2012 |
January–May 2013 |
June–September 2013 |
||
Project management |
Mid September 2012 (old projects) |
||||
Production management |
December 2012 |
||||
The handing over to the operation organization must take place continuously as the system elements are put into operation. |
|||||
Risks |
Delayed specification of extra functionality Delayed definition of the contents of training courses Delayed definition of project types Delayed definition of effective project management |
||||
Dependency on other activities |
The installation of the system can only take place based on the results/part results of the following activities (predecessors): 6) Develop user guide for WCAT use of the system 8) Clarify courses scope, content, and audience and conduct them |
||||
B5.4 Develop User Guide for WCAT Use of the System
Activity Description |
6) Develop user guide for WCAT use of the system |
|
Prepared by JO |
Date: 08.19.12 |
|
Delimitation |
The handbook comprises only the necessary information. This means that it should not be thicker than absolutely necessary and it must be easily comprehensible. |
|
Products |
A handbook that describes the routines and disciplines which must be maintained in relation to our project types. |
|
Purpose |
That an employee who plays a part in a project type can see: • What should be done in the course of the project • How it should be done • What is expected of him or her in the course of the project • What he or she may expect from other participants in the project That any new employee, as part of an introduction program, can obtain the above insight. |
|
Responsible |
JO |
|
Other resources |
The project team and departmental managers in connection with revisions to ensure that the everyday life is reflected. |
|
Sub-activities |
Description of Tasks |
Resource Requirement JEO + Project Team |
1. Define the expectations to the handbook • Easy to use including good examples • Easy access to information • Always up-to-date • A picture is worth a thousand words 2. Make the skeleton of the book 3. Make a good table of contents 4. Produce the contents 5. Proofread 6. Finalization 7. Establish an updating routine |
Departmental managers |
|
Time frame |
Must be prepared concurrently with other processes toward the implementation (training before implementation). |
|
Risks |
The project cannot obtain the intended priority The selected resources cannot participate at the right time The dependent activities are delayed The above time estimate is too optimistic at the present time |
|
Dependency on other activities |
The following activities must have been completed: 1) Establish Project Team 2) Establish Project Office 3) Define project types 4) Define effective project management The handbook may be prepared concurrently with, for instance, the finalization of project types. |
|