Engagement Management - What you don’t learn at the course

1. Engagement Management - What you don’t learn at the course Jens Broholm

2. Warning / Disclaimer • Tips and tricks from this presentation can be dangerous to use! • Don’t try this at home unless • You are absolutely sure about what you are doing • It suits your style • Tips and tricks in this presentation are not replacing standard Capgemini rules and procedures. It is something you can use on top of them. • My goal is to make you a couple of years older during this presentation. Insert "Tíitle, Author, Date"

3. Start-up Quiz ! • What is equality between wine and Engagement Management? • Both come in both good and poor quality • Even if overall specifications are the same! • The differentiators are many small differences in environment,ingredients, processes, reputation and communication! Insert "Tíitle, Author, Date"

4. What is Engagement Management all about? • Deliverables • Deliverables • Storytelling Insert "Tíitle, Author, Date"

5. This is the real EM! Client EM Capgemini Team Let’s start here! Even though this presen-tation is about what isn’t in the course - this slide IS taken from the Engagement Management course!

6. Where are you positioned in the EM triangle? Client EM Capgemini Team

7. The Client Must be Prioritized • Priority 1 - Client • Priority 2 - Team • Priority 3 - Capgemini • Priority 4 - My self Insert "Tíitle, Author, Date"

8. Engagement Management is not war - but… • Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat. (Sun Tzu – 600 BC) • Build your opponent a golden bridge to retreat across. (Sun Tzu – 600 BC) • The best way to keep the peace is to prepare for war. (Karl Von Clausewitz) • It is even better to act quickly and err than to hesitate until the time of action is past. (Clausewitz) • Never forget that no military leader has ever become great without audacity. (Clausewitz) • The die is cast. (Julius Caesar) • If you entrench yourself behind strong fortifications, you compel the enemy seek a solution elsewhere. (Clausewitz) • Moral is to the physical as three to one. (Napoleon) • The secrets of war lies within the communications. (Napoleon) Insert "Tíitle, Author, Date"

9. An Engagement Manager is 30% Spin Doctor • Control of communication is important to the control of the project • Perception is reality • Take control over • Minutes of important meetings • Steering Committee Meeting presentations • Issue Lists • Key mails regarding ‘investigations’ • Your story should always be consistent • Offer your assistance to presentations, that your client has to make about the engagement • Design your communications to your audience • Avoid ‘open ended’ mails • Never lie! Some times the truth needs to come in doses Insert "Tíitle, Author, Date"

10. Engagement Management - Best Practice • Avoid real work • Build valves into you project • Avoid black & white - success/failure situations • Select carefully where you go into details • Statement: You can only change: Time - Cost - Scope - Quality • My answer: Rubbish - what about definition? • Ready  ready for deployment • Development  core development • Hours  cost • If you have to change time/scope/cost - client will complain once • If you deliver bad quality - client will keep complaining • Build up and protect your reputation • Try to improve the power balance Insert "Tíitle, Author, Date"

11. All you need to know about the client TO-DO list Budget Friends Address the clients Top 5 TO-DO’s, or don’t address the client at all! Insert "Tíitle, Author, Date"

12. Client Management • You must keep your client happy • Not because you have to be nice - that is actually not important at all • But because • A happy client requires less time to manage • A happy client will buy more • A happy client can handle a rather big set-back without being upset • Keep client informed - accurate status at right level - and early warnings • Take full responsibility of specific parts in client’s TO-DO-list • Several persons / levels in the organization • Make courtesy call’s - don’t send mails • Be visible and available for your client - offer your support • Realize where you can add value Insert "Tíitle, Author, Date"

13. Life of a CIO - facts you might didn’t know • As CIO you • Measure operational quality by number of complaints from your business • Measure success of projects on timely delivery and feedback from business • Don’t read mail’s longer than 5 - 10 lines unless they are from one of your bosses • Select vendors to new projects by their ability to deliver previous projects • Select packages by calling a pier in an other company and ask Gartner Insert "Tíitle, Author, Date"

14. Broholm’s CIO Hierarchy of Needs BusinessStrategy IT strategy Projects Operation Insert "Tíitle, Author, Date"

15. Client EM Capgemini Team Capgemini

16. Capgemini - Internal Relations • I try to follow internal rules and procedures • At least if it is not preventing me from deliver what I have promised • Sometimes I ‘hit a wall’ • I try to be aware if it is made of concrete or paper! • I ‘test’ the corner flags from time to time • Responsibility is both something I get and something I take • My behavior is not limited by an organizational diagram • I always keep my boss informed if I ‘bypass’ him • Consider Capgemini as a priority 2 customer • Internal network and support is very important for your ability to navigate Insert "Tíitle, Author, Date"

17. If you are hit by a ‘Flying Squad’ • Don’t fight against it! Enjoy the ride because it won’t not go away. • Flying Squad is actually very skilled - so use it as help. • Don’t make separate materials to them - reuse what you have. • Don’t say ‘Yes sir’ to everything they say. Trust your self and your plan. • If you have to make new material - ensure you can use it in the project. • Inform client about Flying Squad - and their recommendations. • Remember to thank Flying Squad for their help. Insert "Tíitle, Author, Date"

18. Planning • Build valves into you project • Avoid black & white - success/failure situations • Level of details should be manageable • Challenge the estimates and the plans you are getting • There is nothing wrong with ‘political dates’ • Have a ‘Plan B’ - but don’t tell anybody about it • Never NEVER - delay a project / milestone more than once. Never! Insert "Tíitle, Author, Date"

19. Usage of ‘Right of Way’ • Running large programs can be troublesome - but it also has it advantages • If someone is reluctant to help - offer a spot on the risk matrix or a ‘just tell me who can ensure, that you will have the time to help me’ • If non-value adding task is taking too much time - don’t do them, but be open about it. • Ask for help - also at high level. • If you get it - perfect • If you don’t - well then others also have some kind of responsibility • Sometimes you even get solutions, you couldn’t see yourself • Should be used with great care! Insert "Tíitle, Author, Date"

20. Steering Committee Meetings • A Steering Committee must be able to decide on every issue related to the project. If a customer isn’t willing to put in people with decision power - chances are that the project is not important to the client. • Steering Committee meetings MUST be boring. The more boring the better. • Ask the Steering Committee for help - for two reasons • If you get the help - fantastic! • If you don’t get the help - hopefully SC will feel bad and be more kind to you. • A Risk Matrix is an effective tool for • Flagging issues at the client without been considered rude • Communicate ‘soft’ issues • Early warnings • Be careful about sending consistent signals! Insert "Tíitle, Author, Date"

21. The Noble Art of Escalating • Don’t escalate if it is not necessary. You are paid to solve problems not to escalate them. Problems should be solved at lowest level possible. • Always tell the one who is not performing, that you will escalate and give a last chance and a deadline to get the issue solved. • If some isn’t answering your call’s/mail’s - ask his/her boss to ensure that he/she is not so overloaded, that he/she can’t answer mail’s/call’s. CC to the person. Insert "Tíitle, Author, Date"

22. Client EM Capgemini Team Team

23. Apollo 13 - a ‘must see’ for Engagement Managers • If you are in a situation where you think you have problems, have new issues coming to your desk and are under pressure - see the movie ‘Apollo 13’. • The NASA Flight Director Gene in this movie is one of my role models as responsible for a large program / crisis - especially in the way he manages his team. • In the first clip we see how the crisis on Apollo 13 is starting – including the famous quote: “Houston – we have a problem.” Insert "Tíitle, Author, Date"

24. Insert "Tíitle, Author, Date"

25. Let’s Work the Problem! • In this clip we se Gene take leadership / ownership over the crisis. • “Let’s work the problem. Not make things worse by guessing!” Insert "Tíitle, Author, Date"

26. Insert "Tíitle, Author, Date"

27. Tough Decisions • Here we see Gene trying to get an overview over the situation – and he is trying to be positive. • He sits together with the core team and has a good technical insight of what is going on. • He is not afraid of – and I hope he has the mandate to – taking a though decision. • Note how his team looks at him. They know this is a key moment. Insert "Tíitle, Author, Date"

28. Insert "Tíitle, Author, Date"

29. Darwin - Adapt to Change • Set goals and boundaries - have a good overview. • Cut the crap! Insert "Tíitle, Author, Date"

30. Insert "Tíitle, Author, Date"

31. Focus on Your Team • Don’t let your team down. • Don’t focus too much on VIP’s in critical situation. Insert "Tíitle, Author, Date"

32. Insert "Tíitle, Author, Date"

33. Failure is Not an Option • Step up • Be clear • Don’t “officially” spend time on Plan B Insert "Tíitle, Author, Date"

34. Insert "Tíitle, Author, Date"

35. Give Them Some Slack • Know your people! • To treat everybody equally you have to treat them differently. Insert "Tíitle, Author, Date"

36. Insert "Tíitle, Author, Date"

37. Don’t Worry Your Team Unnecessarily Insert "Tíitle, Author, Date"

38. Insert "Tíitle, Author, Date"

39. Conclusion Client EM Team Capgemini • Find your position / style in the triangle • Delivery, Delivery & Storytelling • Have fun!

40. Feedback Feedback is a very important element of getting better. Please comment on this session. If you need advice - don’t hesitate to contact me! Thank you! Insert "Tíitle, Author, Date"