The Project Manager is an Internal Consultant

Transcription

1 The Project Manager is an Internal Consultant Daro Mott, PMP, Six Sigma Black Belt A passionate practitioner of excellence 2018 Professional Development Day Piedmont Triad Project Management Institute

2 Plain English Questions What is Internal Management Consulting? Why do Project Managers Make Good Internal Consultants? What is AIMC and How Does it Help Project Managers? Highlights to a Case Study on Change Management Integrated with Project Management

3 WHAT IS INTERNAL MANAGEMENT CONSULTING?

4 The Management Consultant Management Consultants are experts who help organizations make lasting improvements to their performance and realize their most important goals.

5 The Internal Vs. External Consultant External consultants are hired guns, who bring external expertise Internal Consultants are internal experts and change agents who live with the company

6 Why I Believe in Internal Consulting Too many awesome recommendations and plans created by external consultants end up like this $1 Million Ferrari

7 Internal Consulting Core Practices Organizational Effectiveness & Development Strategic Planning & Performance Management Process Improvement Project Management Leading Change Programs Leadership Development

8 WHY DO PROJECT MANAGERS MAKE GOOD INTERNAL CONSULTANTS?

9 Project Managers Do the Change Organizational Effectiveness & Development Strategic Planning & Performance Management Process Improvement Project Management Leading Change Leadership Development Make doing it a project

10 Project Managers Know the Company PMs know the: Organizational Culture Company Policies Company Procedures Process Assets The Environment Can best facilitate getting the right people on the bus

11 PMs Apply Knowledge Areas Internally Together with management and key stakeholders, a project manager can create a formal, realistic, bought-into and approved plan 10 Knowledge Areas

12 A Project Manager Can Work For: Strategy Organization Effectiveness Marketing Innovation & Consumer Experience Organic Growth M&A Corporate Strategy Segment / LOB Corporate Governance Organization Design Coaching Change Management Leadership and Management Segmentation Competitive Intel. Consumer Research Member Communications New Product and Offer Develop. Concept Develop. Piloting / Prototyping Member Experience Mapping Operational Efficiency Project Management IT Risk & Compliance Cost Reduction Process Improvement Initiatives Business Process Outsourcing Meeting Planning Implementation Planning Initiative Management IT Projects Systems Planning, Implementation, & Testing Application Development Internal Audit Regulatory Review Process Compliance

13 WHAT IS THE ASSOCIATION OF INTERNAL MANAGEMENT CONSULTANTS?

14 The Association of Internal Management Consultants Network of Consulting Professionals Facilitates Learning Increases skills Knowledge Base Best Practices Has been in existence for nearly 40 years Represents leading organizations in the private and public sectors Shares newsletters, affinity group calls, discounts at the annual conference & offers career center services

15 Internal Consulting Framework Managing IC Operations (including relationship management, consulting processes & core competencies) Business Planning and Performance Management Process and Lean Six Sigma OE/OD and Change Management Other (e.g., Project and Risk Management ) (Key Practice Areas) Providing Value (including integration, alignment, implementation & sustainability)

16 The AIM C Model of Internal C onsulting Operating Processes Managing consulting processes to provide maximum value added. People Selecting, developing and managing consultants with skills and knowledge that align with the needs of the business. Defining & Managing Consulting Practice Culture Establishing and maintaining the beliefs, norms, values and standards of excellence necessary to achieve the mission of the business. Relationship Management Positioning the consulting organization for maximum influence on the effectiveness of the business.

17 Provided Courtesy of AIMC CASE STUDY HIGHLIGHTS: TRANSFORMATIONAL CHANGE LEADERSHIP

18 Project Planning & Start-up Phase Evaluation Criteria Area: Project(s) Planning & Launch Assessment 1. A project charter has been developed with expected benefits & risks which is endorsed by all affected parties 2. A comprehensive project plan has been developed with defined scope, resources and responsibilities 3. Specific milestones, review points and issue resolution approach have been built into the project plan 4. An explicit measurement and monitoring process has been built into the project plan

19 Gap Analysis & Improvement Interventions Area: Project Planning & Launch Evaluation Criteria Importance for Success Gap Closing Approach 1. A project charter has been developed with expected benefits and risks which is endorsed by all affected parties A comprehensive charter crystallizes the goals of the project and expected outcomes. This provides clear direction for the project and lays out requirements for success, including resources needed Project leader and key client(s) should develop a project charter prior to project team formation, if possible, and then review and refine it with the team Improvement Interventions: Project Charter Outline

20 Gap Analysis & Improvement Interventions Area: Project Planning & Launch continued Evaluation Criteria Importance for Success Gap Closing Approach 2. A comprehensive project plan has been developed with defined scope, resources and responsibilities The project plan is the most detailed and comprehensive description of the tasks, responsibilities and critical path of the undertaking. It provides the template for project review sessions and should be used to track progress, with responsibilities clearly delineated Develop an initial project plan with appropriate review and buy-in before launch utilizing an agreed to template Improvement Interventions: Project Plan Guidelines

21 Gap Analysis & Improvement Interventions Area: Project Planning & Launch continued Evaluation Criteria Importance for Success Gap Closing Approach 4. An explicit measurement and monitoring process built into project plan Two areas here are critical. First, tracking/evaluating the likelihood of achieving the expected benefits depicted in the up front case for action. Secondly, measuring/monitoring project performance to executing requisite activities and achieving milestones in a timely manner is key to achieving effective project management and results Establish a project activity to check on desired results likelihood, in addition to a specific responsibility for tracking the achievement of planned project tasks in a timely manner Improvement Interventions: Performance Measurement Template Project Governance Guidelines

22 Enterprise Management Overlay Area: Project Portfolio Management Evaluation Criteria Assessment 1. A process has been established for evaluating the portfolio of major projects and periodically updating/reprioritizing those funded 2. A corporate change management approach has been integrated with the project management methodology 3. A cross-organizational governance process is in place supported by an accepted issue resolution approach

23 Gap Analysis & Improvement Interventions Area: Project Portfolio Management Evaluation Criteria Importance for Success Gap Closing Approach 1. A process has been established for evaluating the portfolio of major projects and periodically updating/reprioritizing those funded This helps to ensure that the organization is focusing on the most important areas for improvement Present the prioritization approach and benefits to top management Improvement Interventions: Project Prioritization Criteria Best Practices KBase

24 Gap Analysis & Improvement Interventions Area: Project Portfolio Management Evaluation Criteria Importance for Success Gap Closing Approach 2. A corporate change management approach has been integrated with the project management methodology This provides an integrated approach to projects throughout the organization, positioning change management as a core activity Present TCL methodology and associated best practices to top management team Improvement Interventions: TCL Methodology Best Practices KBase

25 Gap Analysis & Improvement Interventions Area: Project Portfolio Management Evaluation Criteria Importance for Success Gap Closing Approach 3. A cross-organizational governance process is in place supported by an accepted issue resolution approach Establishes a consistent process for prioritizing and managing the most important projects for the enterprise. It also provides an organized escalation procedure to resolve issues which would impede progress Provide recommendations for a proven process/approach supported by case study examples Improvement Interventions: Stakeholder Management Guidelines Project Governance Guidelines Issue Analysis Guidelines

26 Bonus: Applied Process Consultation Develop Quality Professionals

27 Question & Answer For more information contact: Mr. Daro Mott Join the Association of Internal Management Consultants!