has a unique Project Management and Control Methodology based on
extensive Project Management Institute capability and practical
knowledge gained over many consulting engagements. With this
methodology, the Jefferson PMControl™
Process, a considerable capability exists to not only
control projects,, but also the successful capability to integrate
with the PMO and Implementation Consulting Project Managers and other
vendors. The specific components that augment the success of matrix
project management are:
Issue and Risk Management
invariably start when a business executive or sponsor receives a
proposal from their program office with promises of vastly improved
customer service, major economic advantages and the proverbial
"competitive edge." The sponsor enters into a partnership with
the program office marked by the signing of an agreement with no
specific performance measures.
To keep the proposal
attractive, the program office avoids mentioning anything that may add
expense and time, such as time to learn about the sponsor's business,
time for the business managers to learn about the technology and the
all-important transfer of knowledge from the implementation team to the
business team. Inevitably, the project fails, and millions of dollars
are wasted. Yet, if just seven simple steps had been followed, the
outcome might have been very different. The Jefferson
Process provides for, and insists on using, these seven steps to ensure
success of the consulting engagement and the sponsor’s needs.
In addition to using
the seven-step approach, the Jefferson PMControl™
Process has integrated the SEI Capability Maturity Model for technology
implementation. This includes the following:
Process seven-step approach is as follows:
Start - The sponsor must work with business unit managers and
technical subject-matter experts to conduct due diligence and ask
specific questions, such as: What are the key objectives? What are the
specific measures of success? What are the implications of doing
nothing? If answers aren't readily available, the project is an
impulsive idea. Even the best project management can't convert an
impulsive idea into a successful project.
- There are three simple tests to
predict the outcome of a project proposal. First, how does the project
team view the sponsor's IT capability? If IT isn't viewed as an ally,
the project is doomed. Second, what degree of due diligence does the
project team perform before submitting the proposal? If it's minimal, it
may be to hide problems until after the contract is signed. Third, how
well do the business professionals understand the proposed solution?
These people are too often overlooked in the due-diligence processes.
Project Deployment - Break the
project into chunks of six months or less and make sure that each
component is Specific, Measurable and Aggressive
but achievable, Relevant to the strategy and Time-bound (SMART).
Also, tie all contract payments to specific milestones.
Team - Ensure that the roles and
responsibilities of the sponsor and the project management are well
understood and documented, and that each invests sufficient time and
energy. The proposal must include a detailed list of its project
manager's experience profile - including business, technology and
project management skills. The sponsor must insist on documented skill
profiles of the project team members. Finally, the
Jefferson project team uses a
well-defined process for managing the project. (See
the PMControl™ Process)
Project Kickoff - Two "total
immersion sessions" are needed to kick off the project. One is for
the sponsor and the project management team. This will help familiarize
the project with the sponsor's business, and the sponsor's management
with the proposed solution. A key outcome here is a list of high-risk
factors. The second session is for the two project teams. The objective:
Produce a list of deliverables and outline contingency plans for all
Tracking the Project - The sponsor's
role can't be overemphasized. Project management must make sure that the
project stays on schedule, doesn't exceed budget and meets all SMART
objectives and continually communicate with the sponsor(s).
Ideally, the project manager should meet weekly with the sponsor to
report on the project's vital signs. But the meetings shouldn't include
the sponsor's CIO and the project executives, because their presence
often inhibits candor.
Completion - The project isn't complete until there's proof
that all SMART objectives have been achieved, along with the necessary
transfer of knowledge from the SI to the host team.