Adapt Consulting Company – Page 2 – Consult CoCreate Deliver

The most common models or tools used in strategy formulation

THE MOST COMMON MODELS OR TOOLS USED IN STRATEGY FORMULATION

1. SWOT Analysis: This is one of the most common tools used in strategy formulation. It is used to identify the strengths and weaknesses of an organization, as well as the opportunities and threats it faces.

2. PESTLE Analysis: This tool is also used to analyze the external environment of an organization and identify potential opportunities and threats.

3. Strategic Position and Action Evaluation (SPACE) Matrix: This tool helps organizations to identify the best strategies to pursue by analyzing their position in the market.

4. McKinsey 7-S Framework: This model helps organizations to analyze the internal environment of an organization and identify areas of improvement.

5. Porter’s Five Forces Framework: This tool helps to identify the competitive forces in an industry and identify strategies for gaining a competitive advantage.

6. Ansoff Matrix: This model is used to identify strategies for product and market development.

7. BCG Matrix: This tool is used to analyze an organization’s portfolio of products and services and identify the most profitable options.

TimHJRogers
Adapt Consulting Company
https://www.linkedin.com/company/adapt-consulting-company
https://www.adaptconsultingcompany.com/company/

We support businesses with people, process and technology change. Either small (eg SME start-ups) or large (eg privatisation of public-sector organisations).

We do this as Consultant/Project Manager sometimes setting-up an in-house Project Management Office (PMO) and Change Team. We also Mentor for programmes like the UK IoD BeTheBusiness.

#people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

Do you really want to do a rebrand or change your culture?

DO YOU REALLY WANT TO DO A REBRAND OR CHANGE YOUR CULTURE?

THE RELATIONSHIP BETWEEN MISSION, VISION, VALUES, BRAND, AND CULTURE.

Mission: A mission statement is a brief statement that describes the overall purpose of an organization, including its goals, objectives, and key strategies. It answers the question, “What do we do?”

Vision: A vision statement is a statement that describes the desired future state of an organization. It answers the question, “Where do we want to be?”

Values: Values are the core beliefs and principles that guide the behavior and decision-making of an organization. They help define the organization’s culture and reflect its identity and purpose.

Brand: A brand is the overall image or identity that an organization presents to the public. It includes the company’s name, logo, slogan, and other visual and verbal elements that distinguish it from other companies in the same industry.

Culture: Culture refers to the shared values, beliefs, behaviors, and attitudes that characterize an organization. It is shaped by the organization’s history, leadership, and employee interactions, and influences how people work together and how decisions are made.

Overall, mission, vision, values, brand, and culture are all important components of an organization’s identity and purpose, and play a critical role in shaping its success and impact.

IMPACT OF CHANGE

If mission, vision, values, brand or culture change every few years, it can have significant implications for the organization. Here are some potential consequences:

Confusion and disorientation: Frequent changes in mission, vision, values, brand, or culture can cause confusion and disorientation among employees, customers, and other stakeholders. People may struggle to understand what the organization stands for and what it is trying to achieve, leading to decreased morale, engagement, and trust.

Lack of consistency: If the organization’s identity and purpose keep changing, it can be difficult to maintain a consistent message and brand image. This can lead to a lack of recognition and trust among customers and stakeholders, and make it harder to build long-term relationships.

Loss of credibility: If the organization changes its mission, vision, values, brand, or culture too frequently, it may lose credibility and appear indecisive or unstable. This can damage its reputation and make it harder to attract and retain talented employees and customers.

Difficulty in achieving goals: If the organization is constantly changing its mission, vision, and values, it may be difficult to achieve its goals and objectives. This is because it takes time and effort to align people, processes, and resources around a common purpose, and frequent changes can disrupt this alignment and cause delays or setbacks.

Increased costs: Changing mission, vision, values, brand, or culture often requires significant investment in rebranding, marketing, communication, and training. If these changes happen frequently, it can lead to increased costs and inefficiencies.

Overall, while it is important for organizations to evolve and adapt to changing circumstances, frequent changes in mission, vision, values, brand, or culture can have negative consequences and should be carefully considered and managed.

TimHJRogers
Adapt Consulting Company
https://www.linkedin.com/company/adapt-consulting-company
https://www.adaptconsultingcompany.com/company/

We support businesses with people, process and technology change. Either small (eg SME start-ups) or large (eg privatisation of public-sector organisations).

We do this as Consultant/Project Manager sometimes setting-up an in-house Project Management Office (PMO) and Change Team. We also Mentor for programmes like the UK IoD BeTheBusiness.

What gets measured gets done – but what and how should we measure?

WHAT GETS MEASURED GETS DONE – BUT WHAT AND HOW SHOULD WE MEASURE?

I am interested in the concept of OUTCOMES BASED ACCOUNTABILITY and how this is the same as, or different from OKR – OBJECTIVES AND KEY RESULTS.

OUTCOMES BASED ACCOUNTABILITY

Outcome Based Accountability (OBA) is a disciplined way of thinking and taking action that service planners and communities can use to design and monitor strategies to improve the lives of children, families and communities and as the basis for commissioning and improving the performance of projects, programmes and services. Uniquely, OBA makes a clear distinction between accountability to partners and stakeholders for strategies to improve quality of life for whole populations, and the accountability of service providers and commissioners for the impact of individual services and interventions on their client populations, effectively separating means from ends. OBA emphasizes the importance of measuring outcomes, rather than inputs or outputs, to determine if an organization is achieving its desired results.

OKR – OBJECTIVES AND KEY RESULTS.

Objectives and Key Results (OKR) is an outcome-oriented goal setting system designed to align teams and individuals around company objectives. OKR is based on the idea that setting measurable objectives with associated key results provides a clear line of sight to success and allows teams to track progress. OKR emphasizes the importance of setting objectives that are challenging and meaningful, as well as identifying measurable key results that will help individuals and teams achieve their desired outcomes.

MY THINKING

It seems to me the former seems more aligned with PUBLIC SERVICE (for example lives of children, families and communities) whereas the latter is more ORGANISATIONAL PERFORMANCE. I can see that the two are similar, but perhaps not the same. An organisation may pursue its own goals to achieve profit through sales, satisfaction, service, scale etc. but also have a societal impact Profit and Planet.

EXAMPLES OF OUTCOMES BASED ACCOUNTABILITY FOR TOURISM AND HOSPITALITY

1. Increase in Repeat Visitor Rate: Establish a goal to measure the number of repeat visitors to the destination, and track progress over time.
2. Increase in Average Length of Stay: Develop a goal to measure the average length of stay for visitors to the destination, and track progress over time.
3. Increase in Tourism Revenue: Set a goal to measure the total tourism revenue generated from visitors to the destination, and track progress over time.

EXAMPLES OF OBJECTIVES AND KEY RESULTS OKRS FOR TOURISM AND HOSPITALITY

Objective 1: Increase Revenue
Key Result 1: Increase revenue from tourism and hospitality services by 15% by end of the year.
Key Result 2: Increase occupancy rate at hotels and resorts by 10% by end of the year.
Key Result 3: Increase customer satisfaction with tourism and hospitality services by 10% by end of the year.

Objective 2: Enhance Customer Experience
Key Result 1: Increase customer engagement with tourism and hospitality services by 15% by end of the year.
Key Result 2: Improve customer service for tourism and hospitality services by 10% by end of the year.
Key Result 3: Increase online bookings for tourism and hospitality services by 20% by end of the year.

Objective 3: Increase Brand Awareness
Key Result 1: Increase brand awareness for tourism and hospitality services by 15% by end of the year.
Key Result 2: Increase social media presence for tourism and hospitality services by 10% by end of the year.
Key Result 3: Increase word-of-mouth referrals for tourism and hospitality services by 20% by end of the year.

I am in interested in people’s experiences of both models.

See below for SOURCE / REFERENCES

TimHJRogers
Adapt Consulting Company
https://www.linkedin.com/company/adapt-consulting-company
https://www.adaptconsultingcompany.com/company/

We support businesses with people, process and technology change. Either small (eg SME start-ups) or large (eg privatisation of public-sector organisations).

We do this as Consultant/Project Manager sometimes setting-up an in-house Project Management Office (PMO) and Change Team. We also Mentor for programmes like the UK IoD BeTheBusiness.

SOURCE / REFERENCES

Outcome Based Accountability
https://davidburnby.co.uk/outcome-based-accountability/#:~:text=Outcome%20Based%20Accountability%E2%84%A2%20(OBA,performance%20of%20projects%2C%20programmes%20and

Outcomes Based Accountability – Jersey’s Children First
https://www.gov.je/SiteCollectionDocuments/Caring%20and%20support/ID%20JCF%2026%20Outcomes%20Based%20Accountability.pdf

Performance management for outcomes a good practise guide for public bodies
https://www.niauditoffice.gov.uk/files/niauditoffice/media-files/NIAO_performance%20management%20for%20outcomes.pdf

Implementing Performance-based Management
https://www.focusintl.com/RBM046-PBM%20-%20How%20To%20(Environment%20Canada%20Example).pdf

Outcomes based accountability and the programme for government by the Northern Ireland Assembly
http://www.niassembly.gov.uk/globalassets/documents/raise/publications/2017-2022/2021/executive-office/0221.pdf

Some thoughts on risk and risk management.

TYPES OF RISK IN A TYPICAL PROJECT

1. Financial Risk: This type of risk relates to the potential financial losses that a project may incur. Examples of financial risks include budget overruns, cost overruns, and inadequate returns on investment.

2. Technical Risk: This type of risk relates to the potential for technological problems that a project may experience. Examples of technical risks include software failure, hardware failure, and compatibility issues.

3. Operational Risk: This type of risk relates to the potential for operational problems that a project may face. Examples of operational risks include delays in delivery, inadequate resources, and inadequate planning.

4. Compliance Risk: This type of risk relates to the potential for the project to violate laws, regulations, or standards. Examples of compliance risks include environmental violations, safety violations, and privacy violations.

5. Strategic Risk: This type of risk relates to the potential for the project to fail to meet the strategic objectives of the organization. Examples of strategic risks include not meeting customer expectations, not achieving market share goals, and not making the desired return on investment.

6. Reputational Risk: This type of risk relates to the potential for a project to damage the reputation of the organization. Examples of reputational risks include negative publicity,

TYPICAL RISKS IN A POST ACQUISITION INTEGRATION PROJECT

1. Cultural Risk: This type of risk relates to the potential for cultural incompatibilities between the two organizations, which can lead to difficulty in aligning goals and expectations.

2. People Risk: This type of risk relates to the potential for a mismatch between the skills and experience of staff from the two organizations, creating difficulties in managing the project.

3. System Risk: This type of risk relates to the potential for incompatible systems and processes between the two organizations, leading to delays or errors in the integration process.

4. Financial Risk: This type of risk relates to the potential for the project to incur unexpected costs due to unforeseen circumstances.

5. Regulatory Risk: This type of risk relates to the potential for the project to violate laws and regulations, leading to fines or other penalties.

6. Reputational Risk: This type of risk relates to the potential for the integration process to damage the reputation of the organization, leading to lost customers or lost market share.

THE BEST WAYS OF MITIGATING RISK IN A PROJECT

1. Establish a Risk Management Process: Establishing a risk management process is key to mitigating risk in any project. This begins with identifying potential risks, assessing their likelihood and impact, creating a plan to mitigate those risks, and regularly monitoring the process.

2. Develop a Risk Plan: Developing a plan to address potential risks is an important part of mitigating risk. This plan should include specific strategies and actions to address each identified risk.

3. Regularly Monitor Progress: Regularly monitoring progress is essential for mitigating risk. This involves keeping track of progress, identifying any potential issues that may arise, and taking corrective action if needed.

4. Perform Risk Assessments: Performing regular risk assessments can help to identify any potential risks that may have been overlooked. By regularly assessing risks, it can be easier to determine how to mitigate them.

5. Utilize Risk Management Tools: Using risk management tools such as project management software can help to better manage risk. These tools can provide real-time information about a project’s progress, helping to identify any risks as soon as possible.

6. Increase Communication: Increasing communication between team members and stakeholders can help to identify potential risks and ensure everyone is on the same page. This can help to ensure that everyone is aware of any potential risks and is working together to mitigate them.

Some thoughts on stakeholders and stakeholder management.

TYPICAL STAKEHOLDERS IN A BUSINESS OR TECHNOLOGY CHANGE PROJECT

1. Project Sponsor: The individual or group accountable for the overall success of the project.
2. Project Manager: The individual responsible for overseeing the day-to-day progress of the project.
3. Business Analysts: Individuals responsible for understanding the business requirements and working with stakeholders to develop the project scope.
4. Business/Technology Subject Matter Experts: Individuals with deep knowledge of the business and/or technology being impacted by the project.
5. Project Team Members: Individuals responsible for performing the work required to complete the project.
6. End Users: Individuals who will be using the new system or technology.
7. Quality Assurance Testers: Individuals responsible for ensuring that the product meets the quality standards.
8. IT Support Teams: Individuals responsible for maintaining and supporting the new system or technology.
9. Executive Leadership: Senior leaders in the organization who are ultimately responsible for the success of the project.

TYPICAL WAYS OF ENGAING THESE STAKEHOLDERS

1. Communication: Establishing open lines of communication between all stakeholders is essential for successful engagement. This can include regular meetings, email updates, and other forms of communication.

2. Involvement: Involving stakeholders at every stage of the project, from planning to implementation, is key to successful engagement. This can include providing feedback on project plans, participating in decision-making, and giving input on project design.

3. Listening: Listening to stakeholders’ concerns, ideas, and feedback is critical to engaging them successfully. Taking the time to understand their perspectives can help ensure that their needs are taken into account.

4. Recognition: Acknowledging stakeholders’ contributions and recognizing their efforts is an important part of engaging them. This can include public recognition, awards, and other forms of appreciation.

5. Transparency: Keeping stakeholders informed about the project’s progress and any changes is essential for successful engagement. Providing regular updates and making sure that stakeholders have access to the right information is important.

KEY MODELS FOR STAKEHOLDER MANAGEMENT

1. Power/Interest Grid: This model classifies stakeholders into four categories based on their power and interest in the project. It is used to identify which stakeholders should be engaged, and how to best engage them.

2. Salience Model: This model classifies stakeholders into four categories based on their relevance to the project. It is used to determine which stakeholders should be engaged, and how to prioritize their engagement.

3. Stakeholder Circle: This model involves mapping stakeholders in a circle and assigning them a “distance” from the project based on their interest and influence. This helps to identify which stakeholders should be engaged, and how to prioritize their engagement.

4. Influence/Impact Grid: This model classifies stakeholders into four categories based on their influence and impact on the project. It is used to determine who should be engaged, and how to engage them.

Mergers and business integration

THE KEY CHALLENGES WITH MERGING TWO BUSINESSES.

1. Cultural differences: Merging two businesses can be a challenge as each may have different values, beliefs, and working styles. It is important to recognize these differences and to identify ways to bridge the gap between the two organizations.

2. Communication challenges: It is important to establish open lines of communication between the two organizations to ensure that all staff members are aware of changes and are able to provide feedback.

3. Regulatory issues: Merging businesses often requires navigating complex regulatory issues. It is important to ensure that all regulations are met and that the merger is compliant with applicable laws.

4. IT integration: Merging two businesses requires the integration of processes and systems. This can be a difficult and time-consuming task, as it requires a significant amount of time and resources to ensure that the systems work together effectively.

5. Loss of staff: Mergers can create a sense of uncertainty among staff members, which can result in individuals leaving the organization. It is important to ensure that staff members feel supported throughout the process and to provide them with the necessary resources to help them adjust to any changes.

THINGS TO THINK ABOUT WHEN MERGING PROCESSES AND SYSTEMS OF TWO BUSINESSES?

1. Data compatibility: Merging two businesses requires that their processes and systems are compatible. This can be a challenge as different systems often have different data formats, which must be reconciled before the systems can be integrated.

2. Training: Merging processes and systems can require a significant amount of training for staff members. It is important to ensure that staff members receive the necessary training to use the new systems and processes effectively.

3. Cost: Merging processes and systems can be a costly endeavor as it requires a significant amount of time and resources to ensure that the systems are compatible and functioning properly.

4. Security: Merging two businesses requires that their systems and processes are secure. This can be a challenge as each organization’s security measures may be different and must be adjusted accordingly to ensure that the merged system is secure.

5. Integration: Merging processes and systems requires that the two systems are integrated. This can be a difficult task as it requires careful planning and implementation to ensure that the systems are functioning properly.

TimHJRogers, Adapt Consulting Company
https://www.linkedin.com/company/adapt-consulting-company
https://www.adaptconsultingcompany.com/company/

We support businesses with people, process and technology change. Either small (eg SME start-ups) or large (eg privatisation of public-sector organisations).

We do this as Consultant/Project Manager sometimes setting-up an in-house Project Management Office (PMO) and Change Team. We also Mentor for programmes like the UK IoD BeTheBusiness.

Four elements that shape us, and others

FOUR ELEMENTS THAT SHAPE US, AND OTHERS

Cognitive capacity is entangled with the qualities of the ENVIRONMENT (Embedded in it and Extended or constrained by it.) and also by RELATIONSHIP (in so far as we define ourselves in the context, and often by comparison to others)

The context is about PROCESS (how we relate, and what arises as a result) and the comparison is about EGO (our separated-ness and how we see ourselves or others as distinct or special.)

The four elements that shape us, and others are ENVIRONMENT; RELATIONSHIP; PROCESS; EGO

I think all these areas are worthy of exploration. Let’s start with…

THINKING ENVIRONMENT

Nancy created and pioneered the development of The Thinking Environment. She is Founder and President of Time To Think. A published author and public speaker, she also teaches Time To Think Courses, leads the Time To Think Faculty and delivers keynote presentations around the world.

The quality of everything we do depends on the quality of the thinking we do first. The quality of our thinking depends on the way we treat each other while we are thinking

The ten behaviours that generate the finest thinking, and have become known as The Ten Components of a Thinking Environment, are: Attention, Equality, Ease, Appreciation, Encouragement, Feelings, Information, Difference, Incisive Questions, Place.

Each Component is powerful individually, but the presence of all ten working together gives this process its transformative impact.

ATTENTION
Listening without interruption and with interest in where the person will go next in their thinking

Attention is an act of creation.
The quality of our attention determines the quality of other people’s thinking. Attention, driven by the promise of no interruption, and by respect and interest in where people will go with their thinking, is the key to a Thinking Environment. Attention is that powerful. It generates thinking. It is an act of creation.

EQUALITY
Regarding each other as thinking peers, giving equal time to think

Even in a hierarchy people can be equal as thinkers.
In a Thinking Environment everyone is valued equally as a thinker. Everyone gets a turn to think out loud and a turn to give attention. To know you will get your turn to speak makes your attention more genuine and relaxed. It also makes your speaking more succinct. Equality keeps the talkative people from silencing the quiet ones. And it requires the quiet ones to contribute their own thinking. The result is high quality ideas and decisions.

EASE
Discarding internal urgency

Ease creates; urgency destroys.
Ease, an internal state free from rush or urgency, creates the best conditions for thinking. But Ease, particularly in organisations and through the ‘push’ aspect of social networking, is being systematically bred out of our lives. if we want people to think well under impossible deadlines and inside the injunctions of ‘faster, better, cheaper, more,’ we must cultivate internal ease.

APPRECIATION
Noticing what is good and saying it

The human mind works best in the presence of appreciation.
In life we learn that to be appreciative is to be naïve, whereas to be critical is to be realistic. In discussions, therefore, we focus first, and sometimes only, on things that are not working. Consequently, because the brain requires appreciation to work well, our thinking is often specious. The Thinking Environment recognises the right ratio of appreciation to challenge so that individuals and groups can think at their best.

ENCOURAGEMENT
Giving courage to go to the unexplored edge of thinking by ceasing competition as thinkers

To be ‘better than’ is not necessarily to be ‘good’. To compete does not ensure certain excellence. It merely ensures comparative success. Therefore, competition between thinkers can be dangerous. It can keep their attention on each other as rivals, not on the huge potential for each to think courageously for themselves. A Thinking Environment prevents internal competition among colleagues, replacing it with a wholehearted, unthreatened search for good ideas.

FEELINGS
Welcoming the release of emotion

Unexpressed feelings can inhibit good thinking.
Thinking stops when we are upset. But if we express feelings just enough, thinking re-starts. Unfortunately, we have this backwards in our society. We think that when feelings start, thinking stops. When we assume this, we interfere with exactly the process that helps a person to think clearly again. If instead, when people show signs of feelings, we relax and welcome them, good thinking will resume.

INFORMATION
Absorbing all the relevant facts

Full and accurate information results in intellectual integrity.
We base our decisions on information of many sorts. When the information is incorrect or limited, the quality of our thinking suffers and we can be trapped in denial. Accurate and full information can both dismantle denial and construct a rich template of truth for fine independent thinking.

DIFFERENCE
Prioritising diversity of group identities and understanding their lived experience

Reality is diverse. To think for ourselves well we need to surround ourselves with people from different identity groups and to understand as fully as possible their lived experience. The greater the diversity of the group, the greater the difference in perspective, and the richer the divergent thinking of everyone.

INCISIVE QUESTIONS
Freeing the human mind of untrue assumptions lived as true

A wellspring of good ideas lies just beneath an untrue limiting assumption. An Incisive Question will remove it, freeing the mind to think afresh. The key block to high-quality independent thinking is an untrue limiting assumption, lived as true. To free the mind, therefore, we need to know how to construct an Incisive Question, a tool of unbelievable precision and power.

PLACE
Producing a physical environment – the room, the listener, your body – that says, ‘You matter’

When the physical environment affirms our importance, we think more clearly and boldly. When our bodies are cared for and respected, our thinking improves. Thinking Environments are places that say back to people, ‘You matter.’ People think at their best when they notice that the place reflects their value to the people there and to the event. And because the first place of thinking is the body, it needs to be in a condition that says to us as thinkers, ‘You matter’.NIn these ways, Place is a silent form of appreciation.

SOURCE

www timetothink com/nancy-kline/

ABOUT US

We support businesses with people, process and technology change. Either small (eg SME start-ups) or large (eg privatisation of public-sector organisations).

We do this as Consultant/Project Manager sometimes setting-up an in-house Project Management Office (PMO) and Change Team. We also Mentor for programmes like the UK IoD BeTheBusiness.

Follow *Adapt Consulting Company*
https://www.linkedin.com/company/adapt-consulting-company

#jersey #timhjrogers #mediation #coach #mentor #philosophy #psychology #purpose #thinking #feeling #being #icfcoach #coaching #facilitation, #workshops, #mentoring, #mediation #and #sharing #changeresources #workshops #training #facilitation #mediation

Want a simple 7 step method to managing projects?

Table of Contents

IDEA
BUSINESS CASE
PROJECT INITIATION
DECISION PAPER
PROJECT UPDATES
HAND-OVER
BENEFITS REVIEW
OTHER READING
ABOUT THE AUTHOR
IDEA
GoTop

At the idea stage we need a written down explanation in a simple form (possibly supported with a market analysis and supplier documentation) outlining strategic aim, cost, benefit for initial evaluation. This allows the team to understand what the project is/is not and whether we want to proceed to a business case.

Key question we must answer: Is this a good idea?

Process: Consult with the appropriate stakeholders, experts, write it all down on template (available from us) and get agreement from your Manager or Executive Sponsor.

BUSINESS CASE
GoTop

At this step we need a written down detail of strategic aim, cost, benefit in a format acceptable to finance for investment or project appraisal.

Key question we must answer: Is the cost/benefit worthwhile?

Process: Use a spreadsheet to list all the costs (purchase, running costs, staff hire), plus any future benefits (new or improved income). Attach it to the Business Case template and get sign-off from your Manager or Executive Sponsor.

PROJECT INITIATION
GoTop

Project Initiation Document (PID) – At this step we need a written down detail of your implementation plan: e.g. roles, goals, tasks, owners, actions, timescales.

Key question we must answer: How will we deliver and implement this?

Process: Consult with the appropriate stakeholders, who will actually participate in the project. Write it all down on template and get agreement from your Manager or Executive Sponsor.

DECISION PAPER
GoTop

At this step we need a written down detail to be peer-reviewed by Project Monitoring Committee with comments to the Senior Management Team (SMT) prior to the SMT decision to approve or reject the project. The aim is to provide assurance to the SMT that key stakeholders in the business have been engaged and understand the implications.

Key question we must answer: Should we actually do this? (or are there other higher priorities?

Process: When you have completed all the above bits of paper (Step 1-3) you are ready for a decision. If it’s a small project get agreement from your Manager or Executive Sponsor. If it is a large project (likely to need money, resources or have an impact outside your team) them pass it to us and we will seek endorsement by the Project Monitoring Committee and approval by the Senior Management Team.

This is what the Project Monitoring Committee will check the implications for:
a) Finance re costs/benefits, cash-flow and ROI
b) Governance, Audit, Compliance and Risk
c) Our competitive position and reputation
d) Operations, Health & Safety, Helpdesk and Facilities
e) HR, L&D and Training
f) IT, Data and Information Security

PROJECT UPDATES
GoTop

At this step we need a written down detail of what’s done, what’s next, any issues, decisions needed. This aims to confirm on-time, on-budget, to-specification, low-risk and high-communication. This update is provided by the Project Manager to the Project Coordinator at period end. The Project Coordinator will use this information, and information from finance to populate the Executive Dashboard.

Key question we must answer: How is it going? (is there anything we should know?)

Process: When you are up-and-running you will be expected to provide a monthly update to let everyone know what’s happening. Put this in writing. We have a template for this.

HAND-OVER
GoTop

At this step we need to ensure there is a formal acceptance and hand-over to the operational teams running “business as usual”. Make sure you know what needs to be handed-over before you start, and make sure they have everything and agree it all before you finish/close. It is advisable to document the handover.

Key question we must answer: Is everything delivered, complete and OK. Can we hand-over to business-as-usual?

Process: Make sure you know what needs to be handed-over to business as usual before you start, and make sure they have everything and agree it all before you finish/close. Get this in writing. We have a template for this.

BENEFITS REVIEW
GoTop

At this step we need to review of outcomes compared to the business case and plan. The best approach is to revisit all the above steps to look at what happened, learn any lessons and measure success against your original goals in the Business Case or Plan. By recording this and sharing it the business is able to learn and improve.

Key question we must answer: Did we achieve our aims, on-time, on-budget, to-specification, with low-risk and high-communication?

Process: Make sure you revisit all the above steps to look at what happened, learn any lessons and measure success against your original goals in the Business Case or Plan. Get this in writing. We have a template for this.

OTHER READING
GoTop

If your project is more complex you may want to read about more sophisticated methods, tools and resources.

Why you need project assurance to look at your contract (and not just a lawyer)
https://www.adaptconsultingcompany.com/2023/01/02/why-you-need-project-assurance-to-look-at-your-contract-and-not-just-a-lawyer/

What should be included in Project Management?
https://www.adaptconsultingcompany.com/2023/01/05/what-should-be-included-in-project-management/

The Pros and Cons of having a methodology
https://www.adaptconsultingcompany.com/2023/01/04/the-pros-and-cons-of-having-a-methodology

Different projects types and different roles
https://www.adaptconsultingcompany.com/2023/01/06/different-projects-types-and-different-roles/

Design Authority Pros and Cons
https://www.adaptconsultingcompany.com/2023/01/09/design-authority-pros-and-cons/

ABOUT THE AUTHOR
GoTop

An experienced Management Consultant and Project Manager , used to working with people and teams in complex legal, regulatory, and technical environments.

• Management Consultant MBA
• PostGrad International Compliance Association
• PostGrad EC Competition Law
• APMG Change Practitioner
• PRINCE2 Project Manager
• Data Protection Officer (GDPR Practitioner)
• International Coaching Federation ICF Trained Coach
• IoD UK Business Mentor
• Chartered Management Institute Tutor for Level 3,5 & 7
• Experienced team and change facilitator

I have more than 30 years’ experience delivering projects, programme and change and have gathered many tools, templates and tips for every type and scale of project. I love drinking coffee and exchanging ideas, so if you need anything please feel free to message me.

Follow me on a journey exploring new ideas and opportunities @timhjrogers #timhjrogers

Tim HJ Rogers
MBA Management Consultant + Change Practitioner
ICF Trained Coach, IoD Business Mentor, Mediator
PRINCE2 Agile-Scrum Projects, Programmes and PMO
Mob 447797762051 Tim@AdaptConsultingCompany.com

FOLLOW *ADAPT CONSULTING COMPANY* https://www.linkedin.com/company/adapt-consulting-company

We offer #consulting, #coaching, #mentoring, #facilitation and #mediating to support individuals, teams and organisations through #change. We understand #data, #technology and #process and support #people to drive #performance and #progress for #purpose, #profit and #planet.

Design Authority Pros and Cons

Table of Contents

WHAT IS THE DESIGN AUTHORITY
EXAMPLE NO1: STATES OF JERSEY
EXAMPLE NO2: BUSINESS SOLUTION IN A MULTI-JURISDICTION ORGANISATION
RECOMMENDATIONS
ABOUT THE AUTHOR

WHAT IS THE DESIGN AUTHORITY
GoTop

A design authority is a body put in place to manage, track, and fulfill project progress more holistically. The design authority evaluates all elements of a project—cost, skill and resource requirements, potential security concerns, feasibility, and more—from every angle.

EXAMPLE NO1: STATES OF JERSEY
GoTop

Within Jersey’s Government States of Jersey, the Design Authority is a team within the Chief Minister’s Department, created to help the different parts of the States of Jersey work in complementary ways. The Design Authority uses enterprise architecture to define the overall structure and operations for the States of Jersey in the same way a town’s planning authority sets out the vision for the evolution of a town or city. For example, town planners set out the building codes that must be adhered to and the common services such as roads, water and electricity supplies. The Design Authority defines the ‘building codes’ (principles, guidelines and standards) for the technology and ensures that common services (infrastructure, systems, data, applications) are reused across the States of Jersey.

Why do States of Jersey need a Design Authority

Historically, the States of Jersey has operated as a set of independent organisations, each focused on their specialist area of service delivery (in health, education, social security, tax to name a few). Savings and efficiencies have also focused at the department level. Over time, this has led to a situation where many identical, or very similar, functions are regularly being performed across the States of Jersey in slightly different ways, supported by different technology solutions from different suppliers. This is expensive and inefficient. For example, a large number of departments hold information about their citizens – each in a different database, with no ability to check the quality and consistency between databases. This means when a function like means-testing (or eligibility) is undertaken, not only is it likely that each department will perform this function in a different way, but based on different information. For a citizen, this means an eligibility test they undertake in one department can provide a different result to one taken in another.

Benefits of having a Design Authority?

The Design Authority provide design assurance and advice on projects to ensure they:

• are delivered in line with the States of Jersey’s Digital Design Principles and support the eGovernment vision for the States of Jersey
• use existing systems and solutions where possible to increase quality and efficiency, and to reduce costs
• are delivered in a consistent way that facilitates technology and data reuse in the future

EXAMPLE NO2: BUSINESS SOLUTION IN A MULTI-JURISDICTION ORGANISATION
GoTop

When deploying a business solution in a multi-jurisdiction organisation a Design Authority can be useful to review and make recommendations to the Project Board for any config or set-up that has a global impact affecting the various offices. The Design Authority comprising key functional stakeholders (IT, HR, Compliance, etc,), and representatives from the various offices or business units (Jersey, IoM, Gibraltar, Cayman), to make decisions on process, config, operation of the business solution.

The Design Authority can help simplify and standardise processes across the business, and also take account of local needs in various offices. The Design Authority is therefore a forum for debate and a focal point for design and decisions.

In theory the process is as follows..

Step1 the supplier-vendor advises the default & recommended settings, the options and the implications

Step2 the project team (in-house implementation team) select their recommended option

Step3 the recommended option (and alternatives) are presented to the Design Authority for endorsement.

Step4 the Design Authority make their decision / recommendation, which is ratified by the Project Board (notably authorising any impact on time, scope, quality or cost)

It can become confused whether the Design Authority is Responsible, Accountable, Consulted, Informed. Particularly if the Design Authority are very senior and effectively providing oversight rather than direction, with the in-house implementation team making all the grass-roots decisions at the practical coal-face.

Accountable = because they are a focal point for design and decisions
Responsible = because they are a forum for debate to represent local and global interests.
Consulted = because the supplier-vendor and/or project team will seek their direction and decision
Informed = because they are being recommended the software settings, config or set-up with limited choice but to follow the advice and experience of supplier-vendor and/or project team.

The ambiguity arises from the role / responsibility of other forums. Do you really need a Design Authority if you already have an in-house implementation team (for action) and a Project Board (for oversight)? I would argue yes, because the Design Authority are generally Senior Management responsible for policy, process and procedure and there are risks if these are out-of-sync with the software settings, config or set-up.

The in-house implementation team are the doers rather than the designers, and their experience and advice is important, but is generally functional rather than strategic. Design decisions often have operational and strategic implications and need to be agreed with the Senior Management.

The Project Board is generally a much smaller group responsible for time, scope, quality or cost and without the broad representation of IT, HR, Compliance, etc, and representation from all the various offices or business units.

RECOMMENDATIONS
GoTop

I have always found it useful to consult key stakeholders and ensure good communication to support coordination, collaboration and focus resource capacity. The use of a Design Authority can reduce risk (of error, omission, in design and delivery) and improve engagement, understanding and support (by participation).

I accept that having between 4 and 10 very senior people in a 1 to 2 hour meeting at key milestones is expensive, but I regard this as an investment in success. It might be easier “to ask for forgiveness rather than permission” (and simply rely upon the coal-face decisions) but generally issues addressed at the beginning are faster, cheaper and better than the impact of consequential change or the estrangement of key champions.

The Design Authority is generally made-up of the gatekeepers (IT, HR, Compliance, etc,) and owner-operators (representation from all the various offices or business units) and so their involvement also helps when it comes to testing, training, acceptance and eventual adoption.

ABOUT THE AUTHOR
GoTop

An experienced Management Consultant and Project Manager, used to working with people and teams in complex legal, regulatory, and technical environments.

Follow me on a journey exploring new ideas and opportunities @timhjrogers #timhjrogers

FOLLOW *ADAPT CONSULTING COMPANY* https://www.linkedin.com/company/adapt-consulting-company

Different projects types and different roles

Table of Contents

PROJECT TYPES: A HOLIDAY COMPARISON
WATERFALL VS. AGILE: MUST KNOW DIFFERENCES
KEY DIFFERENCE BETWEEN SCRUM AND PRINCE2
PROJECT ROLES COMPARED
SPONSOR
PROJECT MANAGER
PRODUCT OWNER
SCRUM MASTER
OTHER READINGxa
ABOUT THE AUTHOR
REFERENCES AND RESOURCES
Different projects types and different roles

PROJECT TYPES: A HOLIDAY COMPARISON
GoTop

A Waterfall (PRINCE2) approach to packing might be used if kayaking in the Greenland wilderness. Anticipate every possibility and pack accordingly because failure to plan is planning to fail, and forgetting something like a sleeping bag may be the end of you, as well as your holiday!

An Agile (Scrum) approach to packing might be used if travelling in India where it may be better to simply bring money and buy what you need, when you need it, depending on the circumstances. No point in having more clothing and equipment than you actually need, it will slow you down and cost you more than necessary.

WATERFALL VS. AGILE: MUST KNOW DIFFERENCES
GoTop

What is Waterfall methodology?

Waterfall Model methodology which is also known as Liner Sequential Life Cycle Model. Waterfall Model followed in the sequential order, and so project development team only moves to next phase of development or testing if the previous step completed successfully.

What is the Agile methodology?

Agile methodology is a practice that helps continuous iteration of development and testing in the software development process. In this model, development and testing activities are concurrent, unlike the Waterfall model. This process allows more communication between customers, developers, managers, and testers.

Advantages of Waterfall Model:

It is one the easiest model to manage. Because of its nature, each phase has specific deliverables and a review process.
It works well for smaller size projects where requirements are easily understandable.
Faster delivery of the project
Process and results are well documented.
Easily adaptable method for shifting teams
This project management methodology is beneficial to manage dependencies.

Advantages of the Agile Model:

It is focused client process. So, it makes sure that the client is continuously involved during every stage.
Agile teams are extremely motivated and self-organized so it likely to provide a better result from the development projects.
Agile software development method assures that quality of the development is maintained
The process is completely based on the incremental progress. Therefore, the client and team know exactly what is complete and what is not. This reduces risk in the development process.

Limitations of Waterfall Model:

It is not an ideal model for a large size project
If the requirement is not clear at the beginning, it is a less effective method.
Very difficult to move back to makes changes in the previous phases.
The testing process starts once development is over. Hence, it has high chances of bugs to be found later in development where they are expensive to fix.

Limitations of Agile Model

It is not useful method for small development projects.
It requires an expert to take important decisions in the meeting.
Cost of implementing an agile method is little more compared to other development methodologies.
The project can easily go off track if the project manager is not clear what outcome he/she wants.

KEY DIFFERENCE BETWEEN SCRUM AND PRINCE2
GoTop

Waterfall is a Liner Sequential Life Cycle Model whereas Agile is a continuous iteration of development and testing in the software development process.
Agile methodology is known for its flexibility whereas Waterfall is a structured software development methodology.
Agile follows an incremental approach whereas the Waterfall methodology is a sequential design process.
Agile performs testing concurrently with software development whereas in Waterfall methodology testing comes after the “Build” phase.
Agile allows changes in project development requirement whereas Waterfall has no scope of changing the requirements once the project development starts.

PROJECT ROLES COMPARED
GoTop

SPONSOR
GoTop
(Agile Projects)

The person who commissions others to deliver the project and champions the cause throughout the project. They will normally be a senior member of staff with a relevant area of responsibility that will be affected by the outcome of the project. They are involved from the start of the project, including defining the project in conjunction with the Project Manager. Once the project has been launched they should ensure that it is actively reviewed. The Project Sponsor is usually the one who has to negotiate a path through the tricky diplomatic areas of the project!

As champion of the project…

1. Is accountable for the delivery of planned benefits associated with the project.
2. Ensures resolution of issues escalated by the Project Manager or the Project Board.
3. Sponsors the communications programme; communicates the programme’s goals to the organization as a whole.
4. Makes key organisation/commercial decisions for the project.
5. Assures availability of essential project resources.
6. Approves the budget and decides tolerances.
7. Leads the Project Steering Board.
8. Ultimate authority and responsibility for the project.

PROJECT MANAGER
GoTop
(Waterfall Projects)

The Project Manager is also responsible for managing the work of consultants, allocating and utilising resources in an efficient manner and maintaining a co-operative, motivated and successful team.

The person responsible for developing, in conjunction with the Project Sponsor, a definition of the project. The Project Manager then ensures that the project is delivered on time, to budget and to the required quality standard (within agreed specifications). He/she ensures the project is effectively resourced and manages relationships with a wide range of groups (including all project contributors).

1. Managing and leading the project team.
2. Recruiting project staff and consultants.
3. Managing co-ordination of the partners and working groups engaged in project work.
4. Detailed project planning and control including:
5. Developing and maintaining a detailed project plan.
6. Managing project deliverables in line with the project plan.
7. Recording and managing project issues and escalating where necessary.
8. Resolving cross-functional issues at project level.
9. Managing project scope and change control and escalating issues where necessary.
10. Monitoring project progress and performance.
11. Providing status reports to the project sponsor.
12. Managing project training within the defined budget.
13. Liaison with, and updates progress to, project steering board/senior management.
14. Managing project evaluation and dissemination activities.
15. Managing consultancy input within the defined budget.
16. Final approval of the design specification.
17. Working closely with users to ensure the project meets business needs.
18. Definition and management of the User Acceptance Testing programme.
19. Identifying user training needs and devising and managing user training programmes.

PRODUCT OWNER
GoTop
(Agile Projects)

The Product Owner acts in the interests of the users of the product or the stakeholders of a project. Consequently, he is responsible for the success of the project and must prioritize the technical requirements of the project over the entire project period, adding new ones and discarding obsolete ones as necessary.

SCRUM MASTER
GoTop
(Agile Projects)

This person is responsible for ensuring that all processes are followed correctly. As a kind of moderator, he ensures that the team can communicate successfully, shields them from external disruptions, and helps with methodological issues. In short, his job is to eliminate obstacles preventing effective teamwork.
Each Scrum team working on a product should be no larger than five to ten people. Each team member should be goal-oriented and be able to work independently on their own tasks.

Last, but certainly not least, are stakeholders. Although they don’t have a central role within the Scrum process, considering their wishes and feedback is key for the project success. Stakeholders can be either a) the clients, b) the eventual end users, or c) the management of the corresponding project.

OTHER READING
GoTop

If you have enjoyed this you may like the following…

What should be included in Project Management?
https://www.adaptconsultingcompany.com/2023/01/05/what-should-be-included-in-project-management/

The Pros and Cons of having a methodology
https://www.adaptconsultingcompany.com/2023/01/04/the-pros-and-cons-of-having-a-methodology

Mediation, facilitation and team building
https://www.adaptconsultingcompany.com/2023/01/03/mediation-facilitation-and-team-building/

ABOUT THE AUTHOR
GoTop

An experienced Management Consultant and Project Manager, used to working with people and teams in complex legal, regulatory, and technical environments.

Follow me on a journey exploring new ideas and opportunities @timhjrogers #timhjrogers

FOLLOW *ADAPT CONSULTING COMPANY* https://www.linkedin.com/company/adapt-consulting-company

REFERENCES AND RESOURCES
GoTop

Agile Roles & Responsibilities
https://www.bmc.com/blogs/agile-roles-responsibilities/

The 7 Scrum Artifacts: Definitions & Examples
https://www.projectmanager.com/blog/scrum-artifacts

About Agile
https://www.guru99.com/waterfall-vs-agile.html

About Waterfall and the leading approach to Waterfall which is PRINCE2
https://prince2.wiki/