Project Design and Results Delivery Overview

Project Design and Results Delivery Overview
Gemini Skills Workshop

Learning Objectives To explain the transition from an A&D to an RD
To describe Gemini’s method of ensuring successful project designs To define key project design deliverables To describe the major components of a typical RD To review roles that Gemini consultants take in an RD To give a “feel” of what working on an RD is like

Agenda Alternative Models for Change What is Project Design?
Project Design Components Project Logic Project Approach Project Structure Stream Design Charters and work plans Results Delivery Overview Project Start-Up “As-Is” Modeling “To-Be Design Implementation

Our Results Delivery projects follow five major models that vary according to client need
Old Gemini Value Chain Analysis and Design Results Delivery Market Development As Is To Be Implement Account Management

“Variations on a theme” model Re-engineering Streams
Model A combines standard improvement ingredients within an overall project management framework “Variations on a theme” model Issue Identification A&D Results Delivery Strategy Re-engineering Streams As–Is To–Be Implement Communications/Mobilisation Client Re-skilling Drivers: Benefits Case Resources Available Readiness to Move This model could represent Gemini’s strength in project management.

Model B focuses on project integration and engaging the organisation through quick hits, pilots and labs “Integration-led” model As–Is To–Be Similar to the “variations” model, but with greater emphasis on integration. Applicable to more complex environments e.g. pan-European scope? Analysis & Design Benefits Winning Streams Pilots Pilots Quick Hits, Labs, Pilots Future Sustaining Streams: Organisation, Skills, Knowledge Communications Benefits Tracking Project Governance Engage Top Clients Mobilise Delivery Teams Mass Communication This model could represent best practice in managing and integrating complex initiatives.

Model C has three phases
“Logical, problem-solving” model – Finding the right answer Phase 1 Phase 2 Phase 3 Understanding the problem issue in depth Focus on the right things to address the issue Engage the organisation Address the issue through designing a solution Make it happen: Implement answers (Pilot) Align the organisation Can be anything depending on the client issue and their understanding of it Various entry points: VAP, A&D, Alignment Workshops Accelerate this phase by developing a strawmodel answer, injecting content This model is largely held by those with a strategy discipline orientation.

Model D is driven by vision and leadership alignment
Nothing will move in the organisation until this happens and is seen to happen Develop high level vision of the future: “We want to be . . .” Get executive commitment to the vision Align top- level structure around delivering the vision Cascade design of organisation, what it means to implement the vision Implement Do this in the A&D An option here is to distinguish between strategy dependent and strategy-neutral issues and identify different routes (and timeframes) for addressing these How long does this take? Opinion varies from 8 weeks to 6 months: how long does it take to develop robust strategy? Do this as soon as possible This model balances a logical process (akin to the problem-solving model) with the organisation reality of the client system. It seeks to make change at a higher level more visible, sooner.

“Learning oriented” model Quick Hits To Gain Credibility
Model E delivers sustainable results through architecting the project as a structured learning process for the entire organisation – workstreams provide learning ingredients “Learning oriented” model A&D RD Aspiration Strategic Awakening Challenging Leadership Mobilisation Strategic Capability: Leadership (individual and group) Business Management Process Corporate, Business, Market Strategy Strategic Component of Core Processes The project is engaging people at strategic and emotional level in a carefully designed sequence of interventions to see the rationale for change for themselves and the company and to be part of building and implementing it. Change/Catalyst Streams: Ongoing Mobilisation & Learning Culture Change Mechanisms Quick Hits To Gain Credibility Organisation Capability: Organisation Design People Processes Process Re-engineering/Info. Systems Knowledge Management This model builds on the vision and leadership alignment model and emphasises individual and organisational learning and growth.

Underlying Assumptions
The models have differing underlying assumptions about what needs to be worked on Model Key Driver Underlying Assumptions A Task oriented Problem is solved by assembling the right combination of standard improvement ingredients Management of tasks and achieving deliverables achieves benefits/business results: “getting stuff done” B Integrated solution Pilots, labs, quick hits will engage the organisation in the short-term; need to be seen to be active early to get results and momentum Complex and inter-dependent issues require holistic approach Balance short-term improvement streams (benefits winning) and enabling streams (future sustaining) streams C Finding the right answer Organisation is in need of new information Once information is available, change will result Logical, problem solving method is required D Vision and leadership alignment Alignment to new vision by leadership is critical to achieve movement Top-down cascade of design and implementation E Organisation-wide learning Sequence used to bring new information and organisational tools to the organisation will determine outcomes Process of learning is critical to accelerating rate of change and deepening levels of acceptance and commitment Need to be seen to be active early to get results, learning and commitment Understand people’s concerns (emotional and rational) and work with the energy associated with these in order to improve the business system De-coupling project tasks from organisation and individual change process Build strategic and organisational capability Strong leadership orientation In reality, we find all of these elements in our projects—the relative emphasis will vary. Source: Focus Interviews, Summer 1997.

Benefits winning stream Future sustaining streams
The value of the models lies in applying them in the right circumstances A. Task oriented B. Integrated solutions C. Finding the answer Stream A Benefits winning stream Define problem Identify Option Select Option Stream B Future sustaining streams Stream C Pilots Stream D Stream E D. Vision and leadership alignment E. Organisation-wide learning Top-Team Workshops

Project Design Must Cover Content, Process and Structure
WHAT HOW WHO Project Content Project Processes Project Structure Project logic: Business objectives, key activities, and deliverables/benefits Project approach: Box and wire diagram Project workplan: Top-level schedule Team charters and workplans: Workstream activities, schedules, timing, milestones, and deliverables Business case: Tangible Intangible Top-down and bottom-up mobilisation architecture: Mobilisation imperatives, strategic populations, and types of intervention Client communications, forums and process Project control: Team communications Project/individual quality reviews Gemini profitability model: RPS, pricing, margin Roles and responsibilities for Gemini and client: Program management structure ESG composition and meeting schedules Types of teams Resource plan for Gemini and client: Numbers, skill, duration and type of involvement

Basic Principles of Project Design
Consistency with business objectives, CSF’s and analysis conclusions Integrated objectives, activities and deliverables Clear linkage with benefits Achievable and measurable Benefits match costs . . . appropriate resources to ensure deliverables Involvement of the client

The Project Design Starts During the A&D
First two-thirds of A&D Final third of A&D High-level Project Design Possible Probable: – Major workstreams – Service offerings – Team structure and skill needs – Primary benefit buckets – Sequencing and phasing A&D Team Project Logic developed: – Objectives – Activities – Deliverables Project Approach developed: – Interdependencies – Sequencing Project Workplan developed: – Timings – Milestones RD Project Manager A&D Diagnostics input and refocus: – Conclusions – Opportunities – Benefits – Key workwith buy-in Sample strawmodel charters/workplans if appropriate Project Design Workshop Project Design Review Proposal Letter

Inputs to a World Class Design
Gemini Experience Base Analysis and Design Findings Balanced Scorecard Business Case World Class Design Transformation Mapping Client Insights Best Practice Models

How to Design a Project? The Output . . .
The Project Logic Business objectives Streams Activities Benefits KPI’s Deliverables The Project Approach Streams which can be done in parallel Streams which follow a natural precedence rule (input/output) The critical path The Project/ Structure Project governance and hierarchy Work teams needed to accomplish goals Integration Communications The Project/Stream Schedules Activity duration Activity start/end date Activity breakdown/milestones/review points

The Project Logic Objective:
Guidelines: Demonstrate the relationship between a project, project components, and the clients’ business Make sure that each step is logical & the “Results” check back against “Objective”

The Project Logic Methodology
Objectives Critical Success Factors Controllable Variables Analysis Studies Analysis Findings Key Deliverables Benefits Results CHECK

A Results Delivery Project Logic Articulates the Close Ties Between the Organization’S Mission and Deliverables . . . Mission Statement CSFs Project Objectives Key Activities Controllable Variables Deliverables (Lead Indicators) 1. 1A. 1A(1) What are the key levers we can effect to achieve the objectives Initiative Objectives Tangible Products 1B. Should come directly from business 1B(1) 1B(2A) 1B(2) 1B(2B) 1B(3) What need to be in place for the mission statement to be accomplished 2. Specific things to be done - Can be mapped to Project Approach 3.

… as defined by the Mission Statement on the Project Logic
. . . The Results Delivery Impact Logic Ties Deliverables Back to Improved Business Performance . . . Performance Measure Baseline Deliverables Improvement Goal Business Impact (Lag Indicators) How effectiveness is to be measured Change goal for performance measure from the baseline “As Is” reading of performance Expected outcomes can be qualitative as well as quantitative … as defined by the Mission Statement on the Project Logic

Critical Success Factors Key Project Activities
Project Logic Example Business Mission Critical Success Factors Project Objectives Key Project Activities To accelerate significantly the improvement in our hygiene, effluent and safety standards toward consent and EPA value through better management of existing people, processes and plant Cornerstone of consistent basic safety, housekeeping and working practice disciplines Documented processes and procedures that are integrated and complimentary to environmental and production goals Roles, responsibilities and a decision process that are are clearly defined, communicated and understood Managers, staff and hourly-paid that are trained and competent in the required processes Key performance indicators that are predictive, clearly defined, understood and provide a basis for timely environmental and plant process control Clear and effective communications involving all levels and stakeholders A culture that values and rewards environmental improvement and team building across levels, functions and shifts, and establishes continuous improvement as a way of life Ensure control by defining and implementing “Best Practices” for basic disciplines, housekeeping and working practices Develop and implement a cause/effect plant control process that is balanced, cost effective and environmentally compliant Define and clarify team oriented roles, responsibilities and decision processes that ensure consistent performance, department to department, shift to shift, level to level Implement an integrated monitoring system to co-ordinate environment and production goals with the business mission Create and implement an innovative and effective communication plan that is responsive to company and stakeholder needs Executive support and direction Quick hit identification and implementation Process flow Brown Paper “As Is” “To Be” Process and procedures development Cause and effect analysis Predictor profile development and implementation Decision tree development Functional decomposition Roles and Responsibilities Training PIL coaching Maintenance system development Interface development Organization alignment Internal communication External communications Benefit measurement

The Project Approach Objective:
Guidelines: To build a picture of workstreams, major events and their interrelationships A ‘Wire Diagram’ of the project is built, showing interdependencies, data flows, learning flows, which build a picture of project streams, project complexity and project timing Use to identify scope, magnitude of effort, process steps and timing: Only use complex wire diagrams internally A simplified version is shown to client Used as a basis to prepare project structure and project schedule

Project Approach Example
Get Control Meet Expectations Executive Alignment Executive Action Team Meetings On Board Executive Action Team Environment Monitoring and Control Agree Expectations and Propose Executive Alignment Rapid Action Action Program Identify and Agree Goals Define Agree Associated Goals Basic Discipline and “Best” Working Practices Hygiene and Safety Excellence Continuous Improvement Pollution Abatement Excellence Work Processes/Practices Basic Systems and Procedures Select Joint Team Members Joint Team Training Strawman Charter Sinter Impact Area Mapping Effluent Process Control Excellence Acid Plant ISF Reinforcement and Control Refinery Lead Emission Control Excellence EIT Selection EIT * Training Strawman Charter Roles and Responsibilities Alignment Organization and Culture Alignment Communications and Roll Down Preparation Roll Down Delivery Training Excellence Stakeholder Feedback Environmental Benefits Maintenance Efficiency Maintenance Effectiveness Current Total Quality Effort Direction and Purpose Doe Run Technology Training Doe Run Technology Application Economic Benefits Outputs Results Benefits Process Evaluation Objectives and Milestones TQ Initiative Integration Data Gathering Approach Quality of Data and Use Program Impact Resources and Sponsors Ongoing Communication Stakeholder Partnering

The Project Structure Objective:
Guidelines: To create a structure of people and teams required to deliver the project Articulate purpose and responsibilities of each role Define decision processes Specify level of involvement/time commitment required

Project Structure: What Levels Do We Involve?
Rest of Organization Natural Work Teams, Rapid Action Teams, Business Analysis Teams Steering Committee Joint/Core Team

What Does the Executive Steering Group Do?
Steering Committee Joint/Core Team What Does the Executive Steering Group Do? Natural Work Teams, Rapid Action Teams, Business Analysis Teams Rest of Organization Top Client Steering Committee Charter Provide decision making/ leadership Provide timely/consistent project communications Establish project direction/goals Enable/empower organization Ensure organizational involvement Evaluate progress and take action Motivate/recognize contributors Role model new behaviors Steering Committee Client Gemini Client Issue # 1 Issue # 2 Issue #3 Teams Teams Teams

Natural Work Teams, Rapid Action Teams, Business Analysis Teams
Steering Committee What Is a Joint Team? Joint/Core Team Natural Work Teams, Rapid Action Teams, Business Analysis Teams Rest of Organization The Project/Joint Team is: Composed of full-time Gemini consultants and clients The coordination mechanism for project activities “Champion” for embedding change The workers

Who Are the Joint Team Members?
Steering Committee Joint/Core Team Who Are the Joint Team Members? Natural Work Teams, Rapid Action Teams, Business Analysis Teams Rest of Organization People that the client “cannot afford to give up” Future leaders of the company From many levels and across all functions to be involved Experienced in working cross-functionally and within the “shadow organization” Preferably interviewed by Gemini Project leadership At minimum, we agree to their participation Respected by rest of organization

The Objectives of Task-Based Teams: NWTs, BATs, RATs
Steering Committee The Objectives of Task-Based Teams: NWTs, BATs, RATs Joint/Core Team Natural Work Teams, Rapid Action Teams, Business Analysis Teams Rest of Organization Get the project work done well: Teams with the right people, right skills, right knowledge, and right access Get the work done quickly and efficiently Develop and effectively leverage client team members Obtain the full benefits of effective team work: Faster results Shared experience Leveraged management Obtain greater client mobilisation and buy-in Transfer skills and knowledge of Gemini consultants to clients

Business Analysis Teams
Complex, Cross-Discipline Projects Need Creative Design and a Combination of Delivery Approaches Business Analysis Teams Natural Work Teams Rapid Action Teams Strategic/analytical orientation Set direction and develop management control tools Top-down business perspective Operational improvement/process orientation Mobilize the organization behind solutions / implementation Bottom-up business perspective Short-term focus on tactical targets Implement simple solutions arising from A&D/As-Is analysis Lower management / supervisory focus Consultants across practices can work within any of the above frameworks.

Project Structure Also Provides the Means to Effectively Govern Project Execution
Executive Committee Project Logic Cost Steering Team “Business Case” Strategic Benefit Business Benefits Core Team Natural Work Team #1 Natural Work Team #4 Natural Work Team #2 Natural Work Team #3 Schedule Subteams or Workshops Execution Team Charter NWT #1 • Objectives • Benefits • Resources • Key Activities • Deliverables • Time Frame NWT #2 Project Approach NWT #3

Team Charters Provide Focus and Direction
Charter Objectives: Communicates the overriding mission for the team Outlines team approach Aids in selecting participants Identifies team members, clarifies roles and responsibilities Lists specific deliverables, milestones, and timeframe 1. Team Name: Identifies teams and conveys focus of project or work Overall purpose or problem statement of team Outlines parameters of the team Specifies objectives the team is charged to accomplish, should be measurable when possible Outlines the major steps the team will need to take Guideline for overall duration of the team and estimates of individual time commitment Tangible products the team will deliver to accomplish the objectives, should include proposals and plans Owner of the problem, makes decisions, assigns action plans Members of the organization who will be needed to support the team 2. Mission: 3. Scope: 4. Objectives: 5. Approach: 6. Schedule: 7. Deliverables: 8. Key client: 9. Resources: The charter is the teams’ blueprint for success.

The Process of Creating a Charter Starts With Gemini, But Is a Joint Effort
Typically, a good strawmodel is created during the A&D (may or may not involve client) At beginning of an RD, client joint team member and Gemini consultant review/refine/modify charter Charter reviewed/refined with NWT Charter should be reviewed periodically to keep the team focused

The Stream/Project Schedule
Objective: Guidelines: A high level plan which indicates project duration, main activity phases, review points and main deliverables Keep to MAIN deliverables only DETAIL the first one to two months of the project NOT the back end SCHEDULE all Steering Committee reviews (approximately once a month) INDICATE BENEFITS SCOREBOARD REVIEW every 2-3 months

The Stream Schedule or Work Plan Can Be Used to Define the Stream in Terms of Key Activities, Time, and Who’s on Point

A Milestones Schedule Is Used to Articulate a Stream’s (or Project’s) Critical Path and to Track Progress Deliverable: Implement “To Be” Demand Forecasting process Completion Outlook Milestones Responsible Target Actual 1. Kick-off “To Be” implementation with Commercial and Sales management ABC 4/24 4/24 4/24 XYZ 5/01 5/02 5/02 XYZ 5/06 5/07 5/06 ABC Should include Phase Review Dates 5/11 ABC 5/15 ABC 5/18 5/18 ABC 5/20 5/20 XYZ 5/21 5/21 - Denotes a Key Milestone

Goal Setting—Defined at Start Goal Attainment—Dynamic
Often A Project Design Center/War Room Is Created to Track Project Activities and Provide Focus Goal Setting—Defined at Start Goal Attainment—Dynamic Master Components Interfaces Logics Logic Value Chain Approaches Schedule Schedule Linkage Approach Benefits Benefits Migration

There is Overlap Between Project Design and Results Delivery
Analysis and Design Market Development Results Delivery Account Management Results Delivery More and more clents are requesting some “results delivery” during the Analysis and Design.

Results Delivery Has Several Phases:
Project Start-Up “As Is” Modeling “To Be” Solution Development Implemen- tation Planning Implementation Management Client Transfer Design

What a Typical Results Delivery Looks Like:
Project Start-Up “As Is” Modeling Solution “To Be” Development Implemen- tation Planning Implementation Management Client Transfer Design What a Typical Results Delivery Looks Like: Week 1 2 3 4 5 6 Project Design Review and validate project design Develop project approach Develop team charters Develop work plans Project Start-up Determine joint team members and ESG Kick-off work teams Conduct joint team training Review/validate charters and workplans with team members ILLUSTRATIVE Ideally, most of the people selection has already occurred during the Analysis and Design.

Why Is the Start-Up So Important?
Because it builds . . . Lasting trust: Accomplishments and professionalism increase credibility Collaboration with executives increases intimacy The right events, the right time, the right way, reduces risk A solid foundation: Communication rolldown builds work force support Team launch ensures right resources working the issues Facilitation and meeting effectiveness training improves problem solving Effective team dynamics: People aren’t frustrated by unclear or non-value added assignments Teammates get to know each other through early debriefs and team builds The team develops confidence in the account manager T = I x C R

There Are A Few Critical Success Factors for a Good Startup
Strong client team members are selected and made available Each team develops ownership of charters and schedules Project goals and objectives are agreed to by client Client team members receive on-boarding training A&D overview Core process skills Emotional cycle of change Benefits tracking methodology Communications and mobilisation plans are initiated A strong Executive Steering Group is formed and takes an active, supportive role in the project Time is made to get to know client team members, executives and other Gemini consultants

There are Several Reasons Most of Our Work Involves Significant Client Involvement
Transfer or ownership/client buy-in Probability of complete, successful implementation is much higher Clients can have good ideas Clients know what’s been tried before, what has worked and what has not worked Understanding how to work the “underground” network is important Transfer of Gemini skills and knowledge

What Are the Roles and Responsibilities of Gemini Consultants?
Project Management Thought Leadership People Development Develop a schedule of team milestones and completion times Manage team sessions and ensure the overall process is maintained and adhered to Work with the teams and Executive Champions to ensure the integrity of the process Manage client expectations Add content expertise as appropriate Challenge the team to “think out of the box” Act as an outside, objective source of questions and comments Conduct one-on-one coaching and counseling sessions with Executive Champions, Joint Team members, etc. Assist the team in making pre-presents and presents to Leadership Committee and Executive Champions Role model the process Train the team in the necessary tools and techniques Help Gemini team members stretch and grow

What a Typical RD Looks Like:
Project Start-Up “As Is” Modeling Solution “To Be” Development Implemen- tation Planning Implementation Management Client Transfer Design What a Typical RD Looks Like: Week “As Is” Modeling Perform internal assessments Process Mapping Service level analysis SI/CC Initiatives review ABM Perform external assessments Benchmarking Customer perspective Best practices Technology assessment Validate findings and benefits Communicate/mobilize Perform “early wins” 7 8 9 10 11 12 ILLUSTRATIVE

“As Is” Modeling Provides the Building Blocks of the Final Results
Early Win Opportunities “To Be” Characteristics Measures and Baselines Improvement Initiatives Key Cost Drivers Current Organization Structure Current Processes Current Systems/ Technology Current Culture

“As Is” Modeling is a Delicate Phase of the Project
The client is often impatient about doing the “As Is” They think they’ve already done it in the A&D They don’t want to focus on the “broken” processes They are anxious to start seeing results It is essential to get a solid “stake in the ground” Detailed opportunities are identified Performance baselines are established It’s as much for the mobilisation as it is for the data Opportunities develop to get people involved People like to tell somebody what they think is wrong We often get comments like “This is the first time anyone’s listened in years”

Early wins are a recognized Gemini strength!
What Are “Early Wins”? Definition Identified, realistic, achievable opportunities implemented early during the project to realize immediate, quantifiable benefits Objectives To build client enthusiasm To build credibility for Gemini Processes To ensure easier migration through basic improvements To help generate buy-in for the longer-term programme Early wins are a recognized Gemini strength!

Project Start-Up “As Is” Modeling Solution “To Be” Development Implemen- tation Planning Implementation Management Client Transfer Design What a Typical RD Looks Like: Week “To Be” Solution Development Develop “To Be” characteristics Develop “To Be” picture Validate “To Be” with client Validate “To Be” against benefits Determine key performance indicators Develop roles and responsibilities Communicate/mobilize 11 12 13 14 15 16 17 18 19 20 ILLUSTRATIVE

Draw on Numerous Sources for Developing the “To-Be” Vision
Innovation Workshops Personal Expertise Blue-Sky Idea Generation Gemini Expertise (Knowledge networks) “As Is” Opportunities Current Initiatives Client Subject Matter Experts Internal Client Best Practices Faculty Benchmarking Professional Organizations “To Be” Vision Technology Activity Costs Customer Needs Business Modeling Remember to challenge paradigms!

Implement Develop Design
There are Typically Two Phases of Design and Development Leading up to Implementation of the “To-Be” Implementation Implement Implementation Planning Validation & Gap Analysis Performance Measures Develop Roles & Responsibilities Best Practices Design Process Mapping

The “To Be” Design Phase
The “Design” phase initiates the creative process leading to the development of the “To Be” The “Design” phase answers questions such as: What could it look like at this client? How do “outside” ideas fit into our vision of this client’s “To Be” What do we want to improve? Where can we get good ideas? Is our vision the best? What other components or improvements might we add?

The “To Be” Develop Phase
The “Develop” phase answers questions such as: Who is accountable for completing which process steps? Does the “To Be” in progress address our needs? Does the design work in actual practice and will the people use it? What is the difference between the “As Is” and the “To Be” under development?

Project Design Project Start-Up “As Is” Modeling Solution “To Be” Development Implemen- tation Planning Implementation Management Client Transfer What a Typical RD Looks Like: Week 17 18 Implementation planning Perform gap analysis of “As Is”/“To Be” Develop performance tracking system Develop implementation plan Develop training plan Develop training Implementation Pilot implementation Incorporate learnings from pilot Train employees Implement tracking and performance systems Develop post-implementation assessment and feedback plan Client transfer Implement continuous learning/feedback plan Develop roll-out implementation plan Begin roll-out implementation 19 20 21 22 23 24 25 26 27 28 ILLUSTRATIVE

What Implementation Looks Like . . .
Execution framework: Conduct Orientation and Training of all Team Members Develop Ongoing Communication Plan Conduct Gap Analysis Develop Implementation Plans 1 - 3 Weeks 1 - 2 Weeks 1 - 3 Weeks 2 - 4 Weeks Schedule and Integrate Workplans with Owner Install Continuous Improvement Model Execute Implementation Plans Verify Success with Owner Model ownership 1 - 3 Weeks Weeks 1 - 2 Weeks 3 - 5 Weeks Implementation execution is designed to transfer ownership of the “Best Practice” Model with accountability for results and benefits to the owner.

Implementation of Major Change Causes Emotional Reactions
Significant emotional shifts occur while creating major change These shifts follow a predictable sequence, thus producing an emotional cycle of change

Implementation of Major Change Causes Emotional Reactions Which Typically Show up in Five Stages
Start-Up Project Life Cycle Developing Recommendations: “As Is” and “To Be” Implementation Extension / Expansion or Completion SATISFACTION CERTAINTY CONFIDENCE OPTIMISM HOPE TIME DOUBT PESSIMISM

What types of interventions could you imagine using?
There are Several Key Take-Aways and Suggestions For Managing the Emotional Cycle of Change Not everyone will move throught the cycle at the same pace Typically, the project team will find themselves at uninformed optimism at the beginning of the project and “in the valley” during “To-Be” design It can be very helpful to review the Emotional Cycle of Change at the very beginning of the project Letting people know what they will be going through makes it easier to get through, and increase your credibility It is also advisable to review the emotional cycle of change throughout the project’s lifecycle Creating interventions is critical to moving the people through the cycle What types of interventions could you imagine using?

The Final Phase of Results Delivery Is the Ownership by the Client of Their New Culture
“To Be” Solution Development Implemen- tation Planning Implementation Management Project Design Project Start-Up “As Is” Modeling Client Transfer How does client know when it’s over? How do we close out work teams? How does client know what to do after we pull out of area? How do we obtain a record of what we’ve done for the client?

A Typical Day in the Life of a Gemini Consultant

Ways to Build Successful Client Relationships
Learn the client’s industry, issues, critical functions, and areas: Develop a point of view on events that affect the client’s businesses (e.g., read Wall Street Journal, trade journals, etc.). Leverage GMT experience/learnings. Leverage your consulting expertise and life experience as much as possible: Remember that most clients have not been a “consultant” before. Utlize Gemini as well as other work/life experience. Be prepared to challenge the CEO and other clients constructively: Test thinking, reframe mindsets, prompt creativity, confront with data. Only way to true partnering and added value. Never compromise your integrity or violate ethics: Know the boundaries of both your role and your clients.

Ways to Build Successful Client Relationships (cont.)
Develop a clear vision and logical plan: Always think through contingencies. Coach client(s) in the most efficient and effective ways possible: Always think: problem implications solutions. Never hold a formal meeting with your client unless you have a desired outcome in mind. Always assume total accountability for the programme results: Problems or failures are ours, not theirs. But clients must assume partial responsibility for delivering. Overplan—overcommunicate—over-merchandise: To help you think everything through, use techniques such as role-playing, meeting planning (outcomes, decisions, steps), problem solving. Set-up time to meet with your client on a regular basis

Signs of a Successful Client Relationship
You are considered a peer and are regularly consulted as an advisor by your client: The phone rings when your client has new problems. You and your client partner regularly make time to meet. You can also easily meet with your client on an as-needed basis There is a sense of trust and confidence between you and your client partner. You are accepted at every level of the organisation. Your clients tell you: “You sure learn fast.” “I know you have it under control.” “I need your opinion.”

Signs of a Problematic Client Relationship
Your clients hold “internal meetings” to discuss issues related to your project and you are not invited. It is difficult to get quality time with senior executives. You hear phrases such as “the consultants,” “you guys,” or “the Gemini project”. Clients have not made our agenda their own at Steering Group and other key meetings. The phone never rings

Project Design and Results Delivery Overview

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