Jefferson Associates, Inc. | The Leading e-Business Enabler

Project Management Services

Jefferson 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:

Change, Issue and Risk Management
Project Document Management
Project Collaboration
Inter-Project Dependencies

These projects 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 PMControl™ 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:

Capability Maturity Model Integration (CMMI^SM)
SW-CMM^® - Capability Maturity Model for Software
P-CMM - People Capability Maturity Model
SA-CMM - Software Acquisition Capability Maturity Model
SE-CMM - Systems Engineering Capability Maturity Model
IPD-CMM - Integrated Product Development Capability Maturity Model

The Jefferson PMControl™ Process seven-step approach is as follows:

Project 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.

Project Initiation - 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.

The 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 high-risk factors.

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.

Project 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.