Project Management Team Handbook Paul Kedo

1. Project Management Team HandbookPaul Kedo

2. Outline • Introduction to the Project Management Team (PMT) • Purpose • Scope • PMT Structure • Structure and staffing • Roles and accountabilities • Project responsibility • PMT Project Life-cycle Activities & Workplans • Life-cycle activities • Workplans • Logistics • Weekly schedule • Dashboard reports • Issues resolution • Additional Components • Tracking elements • Communication program • Decision rights • Suggested project management tools & methodologies • Getting Started • A day in the life of the PMT • Next steps

3. Introduction to the Project Management Team • Purpose: • Establishes a single point of contact for overall communication and coordination of all projects within the Program • Serve as focal and funnel point for project issues • Serve as focal and funnel point for consistent communications • Track and report program status to the Executive Sponsors • Coordinates business and IT needs • Establishes a customized Project Team infrastructure composed of a common set of tools, processes, and best practices across all projects under the Project Management Team umbrella • Maintains a business case for the program • Provides a framework of knowledge, skills, techniques and practices which can be transitioned once the Project Management Team is implemented

4. Introduction to the Project Management Team • Scope: • Network implementation projects • Project Management for the overall Project • Project Management methodology • Project Financials • Change Management, Communication Management and Training • Data Management • Design, Development, Implementation and Deployment • Infrastructure

5. PMT Staffing Executive Sponsors Project Sponsor Operational Lead * PMT Lead * IT Lead * The PMT provides coordination and control across projects and across the enterprise Data Management Lead Deployment and Transition Project * Finance Lead Change * Management Lead Business * Process Lead TMS, WMS * Project Mgr. OC Team Lead External Resources Teams * 3PLs * Role and responsibility definition Projects

6. Responsible for on-time, on-budget delivery Provide day-to-day direction Drive project processes Build environment for alignment and consensus Serve as focal point for project level issues Serve as communication path to/from Project Teams and Steering Committee Report status to and work with Steering Committee Actively work stakeholder change issues Drive Change Management, Communication, Training plans and approaches Drive Data Management Plan Drive overall Deployment and Transition Plan Develop standards for work plan development Coordinate work plans / milestones Develop and implement key project processes Status reporting, Issues resolution, Resource management, QA, Risk management, etc. Coordinate development of standard work methodologies Development, testing Business process development Develop PMT management technology Create strategy for: Change Management, Communication and Training Audit and Control High-Level Testing System Security Risk Management Documentation End User Reporting Migration Process and systems integrity Post Implementation Support Leadership skills Knowledge of the Vision Respect in the organization Able to work issues across the organization Willing to step out and push the organization where appropriate Able to work with top management Able to obtain respect and confidence Knowledge of the Logistics business Detailed knowledge of Program Management techniques and tools Able to work issues across the organization Transition ongoing reporting skills to internal Project Administration resources who will be accountable for: Coordinating work plans on ongoing basis Coordinating status reporting on ongoing basis Develop project reporting Administer project processes Maintain standard PMT administration environment PMT Roles and Accountabilities Role Accountabilities Skills and attributes PMT Team

7. PMT Roles and Accountabilities Role Accountabilities Skills and attributes • Accountable for Project Management Team structure, operations and effectiveness • Provide day-to-day direction • Drive project team processes • Build environment for alignment and consensus • Serve as focal point for project level issues • Actively work stakeholder change issues • Drive Change Management, Communication, Training plans and approaches • Drive Data Management Plan • Drive overall Deployment and Transition Plan • Develop standards for work plan development • Leadership skills • Knowledge of the Vision • Respect in the organization • Able to work technology issues across the organization • Willing to step out and push the organization where appropriate • Possess detailed content knowledge of methods, processes and technology in order to quickly resolve issues PMT Lead • Serve as business champion for the effort • Drives operational decisions • Review key documents • Provide input and approve where necessary • Get involved in business and implementation issues resolution as necessary • Line responsibility for the project impact to the business • Respect in the organization • Open-minded and visionary Operational Lead • Accountable for coordination and delivery of all technical and infrastructure components • Meeting timeframes • Quality of deliverables • Actively work with the rest of the PMT (Business Process, Applications, Communications and Change, Financials) in creating a quality solution • Actively and quickly resolve issues • Develop overall technical direction and architecture • IT Leadership skills • Knowledge of the Vision • Respect in the organization • Able to work technology issues across the organization • Willing to step out and push the IS organization where appropriate • Possess detailed content knowledge of the technical direction and Infrastructure in order to quickly resolve issues with the PMT team IT Lead

8. Finalize detailed business case Put in place processes to maintain business case and budget on an ongoing basis Maintain and report business case (costs/benefits) Financial analysis Budget tracking Knowledge of the Vision Knowledge of the business case Able to work issues across the organization PMT Roles and Accountabilities Role Accountabilities Skills and attributes Financial Lead TMS, WMS Implementation Leads • Accountable for coordination and delivery of all system and solution components • Meeting timeframes • Quality of deliverables • Actively work with the rest of the PMT components (Business Process, Technology Architecture, Communications and Change, Financials) • Actively and quickly resolve issues • Coordinate all implementation issues • Full-time and report administratively into PMT • Leadership skills • Knowledge of the Vision • Respect in the organization • Able to work technology issues across the organization • Willing to step out and push the IS organization where appropriate • Able to obtain respect and confidence of 3PL community • Possess detailed content knowledge of the systems in order to quickly resolve issues with the PMT team Business Process Lead • Accountable for coordination and delivery of all business process and procedure components • Meeting timeframes • Quality of deliverables • Actively work with the rest of the PMT components (Applications, Technology Architecture, Communications and Change, Financials) • Actively and quickly resolve issues • Coordinate complexity reduction • Full-time and report administratively into PMT • Business leadership skills • Knowledge of the Vision • Respect in the organization • Able to work business issues across the organization • Willing to step out and push the organization where appropriate • Able to obtain respect and confidence of 3PL community • Possess detailed content knowledge of the business processes in order to quickly resolve issues with the PMT team

9. PMT Roles and Accountabilities Role Accountabilities Skills and attributes • Accountable for coordination and delivery of all transition, communications and training components • Meeting timeframes • Quality of deliverables • Provides mechanisms to facilitate the adoption of change management techniques and the acceptance of change • Actively work with the rest of the PMT components (Business Process, Applications, Technology Architecture, Financials) • Actively and quickly resolve issues • Develop processes for outgoing and incoming communications • Monitor effectiveness of communications • Detailed knowledge surrounding the application of various media/messages in business change situations • Knowledge of the Vision • Respect in the organization • Able to work communications issues across the organization • Willing to step out and push the organization where appropriate Change Management Lead

10. PMT Project Life-Cycle • The PMT project life-cycle consists of a series of activities leading to individual milestones and deliverables through which a project passes as it moves from initiation to completion • For each project, the individual life-cycle activities will be identified as applicable or not applicable • The PMT will track progress toward completion of tasks, milestones and deliverables • Responsibility for individual projects, milestones and deliverables will be clearly delineated • Project managers will be responsible for providing documentation which verifies the completion of each life-cycle activity • The PMT will coordinate, track and create status updates from this documentation • Each project will have detailed work plans created by the managers/teams responsible for the particular project • Individual work plans can follow the format (created in Microsoft Project) which will be used by the PMT

11. PMT Logistics • The PMT is designed to run on a weekly cycle capped off by Steering Committee on Fridays • A bi-monthly Steering Committee review meeting will be established • All project information (i.e. project plans, deliverables, status reports) are centrally maintained on a server for PMT and team access. • A web based Issues Management tool is utilized by the PMT and all project teams.

12. Weekly Schedule for the PMT Team Update Meetings held 10 a.m. - 4 p.m. Updated plans/reports received and reviewed by by PMT. Management meeting held 9:30-11:00 a.m. • • • Monday Thursday Friday • Status reports are reviewed by PMT Lead to Management Team. • Issues database will be updated following the meeting. • PMT receives Team status updates which include: Project Plan review of key milestones and activities including recent and future accomplishments, high level issues review, and six week resource planning. • Workplans should be updated to reflect work completed through the previous Friday. • Weekly Team Lead and PMT Integration meeting which includes overall PMT updates, • Weekly Team Lead and PMT Issues meeting. • Weekly Change Control Board • PMT reviews final reports for inconsistencies from the previous week’s reports. • Dashboards, overall project status reports are produced for Friday morning meeting .

13. PMT Life Cycle Dashboard Reports • The PMT “tracking dashboard” will depict progress on a project by keeping track of key dates and the percent complete of each PMT life cycle step (based on hours) • The following matrix shows reporting categories:

14. The PMT and issues resolution • In large, complex, interrelated projects it is critical that issues are identified and dealt with quickly and efficiently • The issues database will be used to help bring out the issues which can be stifled by bureaucracy, hierarchy, fear of exposure/failure • The members of the PMT team and Team Leads will have the responsibility, authority and detailed project knowledge required to address and resolve issues which confront the functions for which they are responsible • Issues will be classified by type, severity, and project team and entered in a database by any team member or Operating Company team member • Only project managers or PMT leads will be able to modify or close issues in the database • Issues will generally be assigned to a Team Lead based on their type • Issues updates with Team Leads and the PMT will be weekly

15. Issues Process Project Teams Project Leads Issues Database With assistance from the project teams, the PMT will be responsible for: The issues database will contain the documentation describing the issue and the progress being made toward its resolution as shown in the sample below. A Team member including OC’s or PMT raises an issue for the issue database and enters it in the database. The issue is discussed during the Thursday Issue meeting. • Identifying a person to resolve the issue • Scheduling a resolution date • Finalizing resolution

16. Tracking Elements • Time & Cost • -# of hours budgeted for each project • -# of hours used for each project • -$ budgeted for each project • (hardware, software, internal people, contractors, other) • -$ spent for each project • (hardware, software, internal people, contractors, other) • -Variances for above • -Projected finish time for each project • (also vs. initial estimate) • -Projected finish time for overall The PMT will track project statistics centered around 4 main categories • Quality • -Design/Code/Test Iterations • -Redesign • Benefits • -Cost avoidance • -Cost reduction • -Process improvement • -Cycle time reduction • -Customer satisfaction improvement • -Error reduction • -Process automation • -Paperwork reduction/elimination • Misc. • -# Changes in scope • -# of man days increase/decrease • as a result • -$ budget increase/decrease • as a result • -# of people on each project

17. The PMT will be responsible for developing and coordinating the ongoing communication program PMT • Network: • -Executive Sponsors • -IT Steering Committee • -Management • -Employees • -3PL Principals • -3PL Employees • -Customers TO FROM The communication plan will have to be designed to inform the appropriate Network entities of project developments in a timely manner and to also provide a way for the various Network entities to provide feedback to the PMT

18. The Communication Program will regularly provide information covering overall progress, completion of major milestones and communication of process and system changes which affect personnel and customers Recipients and schedule Reporting Event Reason • Project status • reports • Executive Sponsor • action items PMT Formal Progress Reporting • PMT Kickoff internal • PMT Kickoff • Major Project Starts • Major Project Completions Major Milestone Communications • Process changes • Procedure changes • System changes Training & Implementation Communications

19. Decision Rights • Decision rights will have to be established for the PMT and project participants • All scope changes are addressed by the PMT • Budget increases/decreases and reallocations are addressed first by the PMT, and then, depending on the amounts involved, by normal procedures • Control of resources (people) will typically be handled by individual project managers unless there is a budget impact • There will be key sign-offs for each deliverable/milestone • Major events/communications should be coordinated through the PMT

20. Suggested Project Tools • The PMT will be using the following tools/methodologies: • Microsoft Project • Microsoft Access • Exchange/Outlook • Weekly PMT Project Meetings • Project issues database & resolution process • Progress dashboards • Project performance metrics • Project life cycle steps • In order to ease interaction with the PMT and to help complete projects successfully, it is suggested that the individual project managers use a set of tools and methodologies similar to those used by the PMT