Project Management Workshop at University of Colorado - September 21st, 2005

1. September 21st, 2005 University of Colorado at BoulderLeeds School of Business

2. Agenda • Welcome! • Introductions 5:00 – 5:10 • Status Report Sessions 5:10 - 5:30 • Status Reporting Discussion 5:30 – 5:40 • Interviewing for Information 5:40 – 5:50 • Interviewing Exercise 5:50 – 6:20 • Interviewing Discussion Q’s 6:20 – 6:30 • Dinner 6:30 – 7:00 • Root Cause Analysis 7:00 – 7:10 • Root Cause Exercises 7:10 – 7:30 • Team Project Q&A 7:30 – 8:00 • Thank You for Coming

3. Logistics • Agenda • Activities • Dinner • Facilities • Follow-up

4. Introductions • Name • Personal elevator speech

5. Status Reporting Fundamentals

6. Pursuit Mobilize Execute and Control Close Methodology Checkpoint Pursuit The activities involved in obtaining an engagement, either at a new client or at an existing client. Mobilize The activities required to begin a project – typically involve work planning and scheduling, project staffing, job set up from an administrative perspective, kick-off meetings, etc. Execute and Control Activities required to continually monitor project progress, report status, revise plan based on actual events, manage project cost and schedule against budget, control scope, bill and collect both fees and expenses, etc. Close The activities required to close a project both at the client and for Hitachi Consulting – obtain final sign-offs, prepare final invoice, move intellectual capital to the Knowledge Library, perform final knowledge transfer activities, close the job number, etc.

7. Functional Competencies Industry Competencies Technology Competencies & Vendor Programs • Customer Care • Aerospace & Defense and • Marketing Industrial Mfg • Lawson • Sales and Channel • Comm , Media & Entertainment • Microsoft • Finance & Administration • Engineering & Construction • Oracle • HR / Employee Mgmt. • Food & Beverage and CPG • PeopleSoft • Information Technology • High Tech & Software • SAP • Logistics • Life Sciences • Siebel • Manufacturing • Utilities & Energy • Procurement & Sourcing • SCM Optimization • Supply Chain Planning Delivery Competencies • Strategy & Performance Management • Packaged Applications • Systems Integration • Business Process Improvement • Custom Development • Infrastructure • Organizational Change Management • Business Intelligence • Training Core Consulting Competencies • Define Stage Capabilities • Consulting Fundamentals • Design Stage Capabilities • Integrated Change Management • Facilitation and Meeting Management • Develop Stage Capabilities • Project Management • Presentation and Writing Skills • Deploy & Transition Capabilities Practice Management Competencies Practice Management Competencies • Selling / Business Development • Coaching / People Development • Account Management • Leadership Competency Checkpoint

8. Status Reporting Objectives • Introduce (or review) fundamental project documentation • Issues • Status reports • After completing this topic you should be able to • Identify issues and document on the appropriate log • Prepare a status report, written or oral, that provides relevant, timely, and concise information to your immediate manager • This topic will also help avert common mistakes such as • Failing to notify your supervisors or managers of issues • Providing too little, too much, or irrelevant information when asked to report status

9. Status Reporting Agenda • Issue identification and documentation • Definition of issues • Types of issues • How issues are documented • How issue resolution is documented • Review of real issue logs • Exercise on identifying issues • Status Reporting • What is a status report? • Why are status reports needed? • What are the key components of a status report? • How is a status report developed? • Example status reports • Status report exercise

10. Status Reporting Issue Identification andDocumentation

11. Status Reporting First, we need to define the term “issue” According to the dictionary: • Issue: a vital or unsettled matter With respect to a work plan and project, these are items that come up regularly throughout the course of a project that require a decision to be made, usually by bringing several people together. An open question is not necessarily an issue – it’s just a follow-up point. An issue implies that the individual identifying the issue either cannot or will not make a decision or find the necessary information without additional assistance. Failure to resolve the issue will usually hold up other work.

12. Status Reporting Issue Identification and Documentation • Identification, documentation and resolution of issues is critical to the success of any project. • When issues are identified it is critical that you follow the protocol set up by the project management team. • Written documentation of the issue • Oral communication of the issue • Quantitative or qualitative evaluation • Proper reporting using agreed upon templates, tools or databases • If you have identified a situation that you have concerns about and are not sure if it is an issue…ASK

13. Status Reporting Issues occur in any project – they’re expected • Types of typical project issues include: • Recognition of business processes or systems outside the project scope that affect the in-scope efforts • Disagreements about what is in scope or out of scope • Individual tasks or deliverables falling behind schedule • Team members who don’t have time to participate as planned • Process or system requirements that appear to oppose each other • Incorrect assumptions • Missing information and no idea as to where or how to obtain it • Required tasks that weren’t identified and now must be completed • In summary, all issues require some sort of further research and resolution. Some issues are critical – failure to resolve them increases risk. Other issues have lower priority – “Yes, we know this is an open question; we’ll solve it in good time.”

14. Status Reporting Issues are documented in a log or database to which all team members have access • Regardless of tool or format, the following information is typically captured about an issue: • Issue description – need enough information to understand the problem and why it’s an issue. Two words won’t do it! • Issue date • Issue reported by • Issue assigned to • Issue type (varies by project, there will be a set of type codes) • Issue priority • Issue status (new, in process, on hold, resolved, etc.) • Issue resolution description • Issue resolution date

15. Status Reporting Example of an issues database Project management uses the tool to review and follow up on issues requiring resolution. Individual team members can find the issues for which they are responsible. Anyone can look up the final resolution of an issue.

16. Status Reporting Issues are frequently topics in status meetings • Issues are included in status reports and status meetings in several ways: • Counts of open issues and issues resolved to date may be included in written status reports. These counts indicate progress in both opening and closing issues. (No issues on a project is a bad sign!) • New issues may be individually listed in status reports • Specific issues may be included as discussion topics for a status meeting

17. Status Reporting Issues are frequently topics in status meetings • Most frequent reason for not resolving an issue is failure to have both the individuals who have the necessary information and the individuals with the authority to make a decision in the same place at the same time. “Where’s Joe? He knows why we have to run these reports every quarter.”

18. Status Reporting Why are we discussing issues with you? • The individuals doing the detailed work on a project are often the first to find new issues. They pop out in seemingly insignificant conversations, meetings, and documents. You will usually see them before project management does. • You need to be actively listening to your client – be on the lookout for issues. Use deductive reasoning to recognize what was implied or what wasn’t said and dig for it. • Less experienced individuals may be asked to review the open issues log and call the individual assigned with an old issue to see what’s happening – lingering issues can come back and bite us. When in doubt, log it!

19. Status Reporting Status Reports

20. Status Reporting Status reports communicate project progress • Status reports communicate project progress and performance to project management and client management. • Hitachi Consulting standard is to have written project status reports given to client management no less than every two weeks. These status reports are a summary of lower level status reports. • Frequency and format of individual or sub-team status reports differ by project management requirements and style.

21. Status Reporting Status reports usually contain three types of information • Project progress and performance against schedule and budget • Highlights of activity currently taking place – What have we recently completed? What are we working on right now? What’s coming up in the near term? • Topics or issues that require management attention now

22. Status Reporting Status reports serve several purposes • Standard vehicle for raising issues to the next level of attention (project management, project steering committee, client management, Hitachi Consulting management) • Force everyone on the project team to reflect on their work – see their forest as well as their trees • Provide a documentation trail for issues, concerns, problems, etc. “Why are you surprised? We said the same thing in the last three status reports.”

23. Status Reporting Status reports often contain the following data, for an individual, a team, or an entire project • Status Date • Reporting Period • Overall status • Comparison of budgeted hours or cost to total current estimated hours or cost (remember ETCs?) • Assessment of whether project is on schedule (in text) • Other statistics that could indicate status, such as open issue count , open test incident count, number of training classes conducted, procedures written, specifications completed … • High level status narrative • List of tasks or deliverables completed since last status report • Tasks or deliverables planned for the next period

24. Status Reporting Status reports often contain the following data, for an individual, a team, or an entire project • Brief description of issues identified since the last status report • Status changes on high priority issues logged in previous reporting periods • Items requiring attention at the next level • Amount of detail depends on the audience for the report

25. Status Reporting Be concise – brief but complete – in preparing your status reports • Use a status report template provided by your supervisor or project manager – if you weren’t given one, ask for it • Fill in all the requested data • Use bullet points, not paragraphs • Remember to include old, unresolved issues if they are impeding your progress • Get your status reports in on time – they are usually needed to complete team, project, or program level status reports Don’t wait for the status report to talk about critical issues – project managers don’t like surprises, and may not have time before their status meeting to get the details they need.

26. Status Reporting Status reports may be delivered orally as well • Project management may schedule meetings to review the status reports from several teams. • Status meetings reinforce the integration and interaction needed to make projects successful. • Be prepared to deliver your status report orally focusing on key milestones, activities, plans for next period and issues.

27. Status Reporting In Summary • Status reporting is the primary communication tool used to inform the Project Management team and helps to ensure project control • Issue identification must happen on a timely basis to allow the Project Management team to take corrective action • It is your responsibility to accurately report status and promptly report issues to your supervisor and/or the Project Management team. Ask your Project Manager about the correct protocol to follow on your project.

28. Key Takeaways In Summary • Status reporting is the primary communication tool used to inform the Project Management team and helps to ensure project control • Be concise – brief but complete and know your audience when preparing status reports • Issue identification must happen on a timely basis to allow the Project Management team to take corrective action

29. Key Accomplishments • Key Accomplishments for this Period Project Name Weekly Progress – Ending Date Green Light: On Target (quality and time); no key issues Yellow Light: Some Slippage (quality or time); key issue resolution required X Red Light: Significant Slippage: Requires revised approach Summary: This Space is provided to give a broad stroke summary of the Project’s weekly progress Template Key Issues and Risks • Key Issues and Risks that your project may face Key Activities Next Week • Key Activities that the project will accomplish next week Action Plans for Risk Mitigation • Plans to Mitigate the project issues and risks Key Financials

30. Status Reporting Exercise 5:10 – 5:30 • One Hitachi Consulting Representative per CU Team • CU Team: • Please present status report to Hitachi Consulting Representative • Hitachi Consulting Representative • Ask insightful questions about the status • What may a client ask? • What may a project manager ask? • Answer project specific questions • Discuss potential project specific risk mitigation strategies

31. Status Reporting: Discussion Questions 5:30 – 5:40 • Why do we give status reports? • Why do we document risks and issues? • Who might fill out a status report on a project? • Who might receive status reports? • How might status reports be used on your projects? • What are some potential benefits to your project of using status reports?

32. Interviewing for Information

33. Interviewing for Information Client Perceptions

34. Perceptions Food for Thought Explanation Rationale In every meeting I attend I consciously make the effort to introduce myself to everyone in the room – AND STAND UP Gives you a presence in the room – shows that you are engaged regardless of whether you have content expertise Mr. Social When I have to visually present something in PPT or Visio it ALWAYS helps me to sketch it out on paper first If I try to start the drawing in software I get caught up in the appearance and I start editing too early – also helps me get something going/ take a step off the curb Pencil Stupid When you roll onto something new take in as much as you can – use basic memorization techniques – and begin to open your mouth only when you know the call When you roll onto a project you're not supposed to know anything – practice active listening not active speaking – 2 ears one mouth SpongeBob SquarePants It Ain’t Free Suga You cost $1200-$1400 A DAY Ask yourself on a daily basis – Did my client(s) get what they paid for? You signed up for a dynamic environment when you became a consultant. Don’t be surprised when you get it. –Flexibility ALWAYS matters Roll With It BE FLEXIBLE Consultant Guard ALWAYS keep up a professional front with your clients – the one time you let it down you may permanently regret it Never become too comfortable with your clients –remember, you are always on stage

35. Perceptions Food for Thought (cont.) Explanation Rationale True to life, an impression stays with people…especially clients and co-workers In our business, we are judged quickly and often by our initial interactions. Sometimes, clients and co-workers only see you so often. Reversing a bad impression can be difficult First Impressions Last Always be detailed oriented, even with what seem to be mundane or routine tasks. As a new consultant, or new team member, often you will be given tasks to gauge your style and ability…make an effort to be polished, even in your emails…people notice and may tailor future assignments according to this Devil Is In the Details People equate value with intensity and effort. Walk the halls with a purpose…do not “hang out” Clients expect you to be busy for the hours you are charging. There will be down time, but stay active and intensify your “busy look” when clients are observing…posture and body language contribute to this Urgency - Look Busy! The Sky is Falling!! Get a Net Recognizing and communicating risk is important. Equally important is providing mitigation ideas or solutions A good consultant will recognize and communicate risk. A great consultant will also suggest how to deal with it. Know how to gauge risk and when possible, provide suggestions for dealing with it Most of us provide visual indicators regarding our attitude toward something. Many co-workers and clients will perceive you based on these visual indicators. Know how to send the right message Attitude Adjustment Your attitude is visible. Be aware of how you “wear your attitude” Dress for Success Look good, feel good, do good. Like it or not, your dress code can influence how you are treated by clients & peers Dress code is critical. Learn to match your client environment. Always dress professionally; clients and VPs especially notice this

36. Perceptions Perceptions • Based on input taken from actual staffing calls and conversations company wide, here is what we heard in terms of positive traits that are sought after and improvement areas to be considered: Improvement Areas • Shows too much emotion • Just is not articulate • Very junior presence, can’t put in front of this client • Acts young, looks young • Too self confident, over inflated ego • Needs a lot of direction setting • Very risk averse; cautious • Rough around the edges; needs polish • Poor communicator • Lacks self awareness and emotional intelligence; cannot dial it up or down based on situation Positive Areas • Super Smart Person • Hard working, would take them even without background on client/solution • Strong sense of urgency • Broad skills • Flexible • Mature, older than age • High likeability • Takes risks • Emotionally Intelligent • High desire to please; hunting dog mentality • Imaginative and creative

37. Fundamental Behaviors • Exhibit enthusiasm and an appropriate sense of urgency to your clients • Present yourself professionally - in dress, punctuality, and by keeping your commitments • Engage in every meeting you attend – always know your role and contribute as appropriate • Be aware of who is in the “room” - always maintain client and Hitachi Consulting confidentiality • Keep the broader context in mind • Take ownership and assume personal responsibility • Be flexible – find an appropriate way to say “yes” Always behave a notch above your client’s expectations. Consulting is rarely a 9-5 job - 10-20% overtime is typical.

38. Interview for Info Objectives • Introduce you to the basics of interviewing • How do you prepare for an interview to ensure you get the right information? • After completing this section you should be able to • Understand the basic interview types and what type is appropriate for each situation • Understand and use an interview methodology • Prepare for and conduct an interview to collect information

39. Interview for Info Agenda • Interviewing—The Basics • Choosing the Type of Interview • High Value Interviewing Techniques • Using an Interview Methodology • Conclusion • Case Exercise • Appendix: Gathering Requirements

40. Interview for Info Interviewing—The Basics Objectives: • Select the information you would interview for • Identify the types of information you might expect to obtain • Select who you would interview Why Learn This? To get the “right” information, you need to be able to select and organize the information you need, then find the people who can give it to you.

41. Interview for Info The Basics—Getting Started Some Interview Types: • Employment • Counseling • Information Gathering • Coaching • Depositions • Performance Reviews • Corrective Action Typical Goals: • Facts • Opinions • Feelings • Statistics • Ideas • Anecdotes

42. Know what outcome you are trying to achieve • The deliverable you are trying to create will help you define what information you want to gather. Some potential deliverables include: • Business process maps of current and/or future business processes • Inventory of business requirements for a new system • Inventory of business problems related to a current business system or process • Quantitative data for spreadsheet analysis • Once you know what information you need, you can determine the best way to structure your interview to get it

43. Interview for Info Choosing the Type of Interview Objectives: • Describe the difference between a structured and unstructuredinterview. • Determine when to use a structured or an unstructured interview. Why Learn This? The types of questions you ask influence the quality of information you receive. Knowing when to use a structured or unstructured interview allows you to select the one that will get you what you need.

44. Interview for Info Structured Interviews • A set list of questions to cover • Planned sequence • Little diversion from the “structured path” to the information you want

45. Interview for Info Unstructured Interviews • Established goals, but interviewees allowed to explore many different issues, across multiple topics • Asking few questions, all of which are very open-ended • Helping the participants to “open up,” sharing lots of information that may not be very focused

46. Interview for Info Comparison of Styles

47. Activity Interview for Info Structured vs. Unstructured

48. Interview for Info High Value Interviewing Techniques Objective: • Describe selected interviewing techniques and explain the value of each. Why Learn This? When planning and conducting interviews, you must have a toolbox of techniques to select from.

49. Interview for Info The Interviewing Techniques Toolbox

50. Interview for Info The Interviewing Techniques Toolbox