The CEO’s Guide to Successful Transformation

Référence :	2273
Nombre de pages :	242
Format :	16x24 cm
Reliure :	Broché

	Rôle
Bernardon Jean-Claude	Auteur

Introduction

What This Book Will Do for You

How to Use This Book

Conventions Used in This Book

Framing the Program

How to Start in the Right Place

A Methodical Path to the Right Program

Ensuring Value for Money: The Essential Checks

How to Make the Program’s Purpose Emerge

Building on the Company’s Vision

Why Vision Is So Valuable for a Transformation Program

How to Articulate a Compelling Vision

1. Direct Formulation

2. Starting from Problems

3. Future “Key situations”

4. The 360° Method

Examples of Powerful Vision Statements

Define Your Target Operating Model

1. The Value Chain: Location and Outsourcing Choices

2. Designing New Processes

3. Anticipating Technology Needs

4. Organizational and Skills Implications

Demonstrate the validity of the business case

The “Direct Quantifiable Gains vs Program Cost” Method

The “Extended Gains vs Program Cost” Method

The “What-If-Not” Approach

The Benchmark Approach

Making the Business Case Self-Evident

Secure Executive Committee Commitment

Learn from Past Successes and Failures

Decode and Strengthen Your Program DNA

Time and Deadlines

Ways of Working

Productivity and Effectiveness

Culture

1. Working in Project Mode

2. Project Methodology

3. Meeting-Management Practices

4. Decision-Making Processes

5. Problem-Solving Methods

6. Personal Time and Priority Management

7. Collaborative Tools

Structure the Program into Projects

Business Projects vs IT Projects

Business Projects: From Current to Target Operating Model

IT Projects: From Legacy to Target IT

How to Find the Right Project Breakdown: A Three-Step Method

Final Consistency Check

Make Sure the Prerequisites Are Solid

Build Your Program Team

The Program-Management Team

Internal Business and IT Resources

The Operational Project Team

The Domain Leader

The Application Leader

Business Resources: Business Process Owners and Key Users

Business Process Owner (BPO)

Key User

Why This Model Works

Selection Criteria for Program Participation

1. Mastery of Their Functional or Technical Domain

2. Ability to Work in Project Mode

3. Acceptance of Program Constraints

4. True Operational Capability

5. Clear Expectations and Evaluation Criteria

How to Build and Engage the Team

Mutualizing Internal Resources at Program Level

Why Mutualization Matters

Launch the Program

The Company-Wide Kickoff Meeting

1. What

2. For Whom

3. Why

4. When

5. How

How to Deliver These Messages Effectively

The Program Team Kickoff

Negotiate and Select Your Partners

Structure the Vendor Selection Process

1. Company Overview

2. Context and Objectives of the RFP

3. RFP Rules and Procedures

a) Process and Timeline

b) RFP Contacts

c) Communication Protocol

d) Proposal Submission Rules

e) Selection Criteria

4. Program Overview

a) Objectives and Stakes

b) Scope

c) Major Milestones and Deadlines

5. Program and Project Governance

a) Program and Project Organization

b) Program and Project Governance Bodies

c) Reporting Framework & Expectations

d) Program PMQP

e) Project PMQP

f) Tooling Provided to the Integrator

6. Expected Solution

7. Technical Proposal

a) Description of Requested Services

b) Work Packages (WPs)

c) Workload Estimates

d) Methodology

e) RACI

f) Project Language

8. Structured Response Templates

9. Quality Assurance and Risk Management

10. Integrator Project Organization

11. Integrator References

12. Financial Offer

13. Contractual Aspects

RFI then RFP, or RFP Only ?

Two-Rounds RFP

Motivate Your Partners to Respond

Analyze Provider Proposals with Precision

Start by Framing the Analysis

Example: Work Packages for an ERP Project

Good Practices for Designing Work Packages

Analyze, Compare, and Optimize Proposals

How to Analyze and Compare Responses

How to Reach Optimized Offers

Negotiate the Important Points Early

Help Your Potential Partners Prepare for Your RFP

Conduct a Win–Win Negotiation

Do Not Compromise on Skills

1. Interview Key Candidates Before You Sign

2. Test Actual Competence Not Just Storytelling

3. Check References

4. Secure Key Resources in the Contract

5. Favor Full-Time Allocation on Major Projects

6. Refuse “Discount Resources” and Unrealistic Promises

7. Manage Subcontracting Carefully

Don’t Overlook Critical Clauses in Your Contract

Key Technical and Commercial Clauses

Daily Rates by Role and Location

Back-End Rebate

Travel Expenses

Stability of the Provider’s Key Resources

Declaration of Subcontracted Resources

On-Site Presence and the “3/4/5” Rule

Delay Penalties

Documented Effort-Estimation Method

Replacement of a Departing Consultant at the Provider’s Expense

Active Review of Deliverables

Productivity-Gain Clause

Vendor Quality-Assurance Services

Project Language

Access to the Information System

Time frame for integrating new partner resources 

Follow-On Commitment

Termination Clause

Fixed-Price Commitments

Billing Schedule

Audit Rights

How Do You Make Sure You Haven’t Missed Anything ?

One-Page Contract Checklist for Transformation Programs

1. Pricing & Commercial Terms

2. Staffing & Resource Quality

3. Delivery Model & Governance

4. Scope, Deliverables & Quality

5. Risk Management

6. Future Flexibility

How to Use This Checklist

Legal Clauses

Obligation to achieve a result

Duty to Advise and Duty to Warn

Assignment of Intellectual Property Rights

Legal Compliance Warranty

Covenant of quiet enjoyment

Maintainability Warranty

Professional Liability Insurance

A Final Word

One-Page Essential Contract Clauses for a Systems Integration 

Agreement

1. Obligation to achieve a result

2. Duty to Advise & Duty to Warn

3. Intellectual Property Assignment

4. Legal Compliance Warranty

5. Covenant of quiet enjoyment

6. Maintainability Warranty

7. Stability of Key Resources

8. Subcontracting Restrictions

9. Pricing Structure & Rate Protection

10. Travel & Expense Policy

11. Change of Resource Procedure

12. Deliverable Acceptance Process

13. Quality Assurance & Risk Management

14. Software Vendor Quality Review

15. Language Requirements

16. Information System Access Rules

17. Audit Rights

18. Termination Clause

19. Fixed-Price Commitments

20. Invoicing & Payment Schedule

Use a complete PMQP (Program / Project Management & Quality Plan) & RACI

PMQP structure & content

1. Purpose and Scope of the PMQP

2. Governance Model

3. Project Management Processes

4. Methodological Framework by Phase

5. Deliverable Catalogue

RACI Structure & content

Example RACI Extract (Simplified)

Pitfalls to Avoid

Negotiate the Price at the End

Be precise on every element of the commercial conditions

Daily rate by profile and location

Indexation and rate revisions

Back-end rebates on annual volume

Performance-based bonus / malus

Payment schedule

Lock commercial conditions for the duration of the program

Ask your provider for ideas to reduce the price

Flexibility on planning

Accept English as the working language

Increase offshore share

Adapt the working method without changing the end product

Shared resources

Lowering support SLAs

Pooling with other services

Sharing work with the provider

Productivity gain clause

Additional non-financial advantages

Sign all contractual documents

Leading the Program

Define Program Governance with Precision

Manage the Program Like an SME

As Program Director, You Are the CEO of This Enterprise

Equip Yourself with a Project Control Tower

Why do you need a PMO (Program Management Office) ?

What Should the PMO Do ?

1. Tool Selection and Administration

2. Operational Monitoring & Support to Internal Teams

3. Reporting Analysis

4. Risk Management

Sizing and Positioning the PMO

Deploy High-Performance Management Tools

Enforce Rigorous Financial Management

Manage External Spend with Discipline

Keep Control

1. Start with a solid framework and stick to it

2. Automate as many processes as possible

3. Be exemplary in applying the PMQP

4. Do not tolerate “bad habits” at the start

Make the PMQP non-negotiable

Make RIDAs and active deliverable reviews part of the operating system

Own your KPIs and your planning

Focus Your Energy on What Matters

The 21 Ps of Performance

1. Produce

2. Predict

3. Plan

4. Publish

5. PMQP

6. Pertinent

7. Productive

8. Performing

9. People

10. Precise

11. Promote

12. Pay

13. Ponder

14. Persuasive

15. Pragmatic

16. Professional

17. Polite

18. Prudent

19. Punctual

20. Peaceful

21. Patient

Have Productive, High-Impact Working Days

Keep a Daily and Weekly To-Do List

Clear Your Email Inbox Every Day

Review Project KPIs and Daily Output

Don’t Procrastinate

Return Calls Every Day

Take Care of Yourself

“Eat the Frog”

Prioritize by Importance and Urgency

Schedule 45-Minute Meetings, Not One-Hour Meetings

Don’t Underinvest in Support Functions

Make Sure You Capture the Program’s Expected Value

During the Build Phase

1. Delays and Extra Budget Requests from the Provider

2. Change Requests

3. Requests for Extra Headcount (Especially Externals)

During Operational Run

Build the Solution

Don’t Skip Critical Stages

Identify the Right Business Needs and Eliminate the Rest

What Should the Company Do ?

How to Draft the Needs Before Working with the Integrator

What Will the Integrator Do with This Material ?

Find the Best Innovations

Three Principles for Innovation

Three Practical Methods to Generate Innovation

Method 1 – Start from Performance Objectives

Method 2 – Search for Ideas, Then Select the Best Ones

Method 3 – Starting from Problems

Build and Manage a Robust Requirements Repository

A 3-Level Process Structure

The Structure of the Requirements Repository

From Needs to Solution and Back

Enriching the Requirements Repository

Choose the Right Technologies

What is a Vendor RFI For ?

Proof of Technology (POT)

Proof of Concept (POC)

Avoid Misunderstandings with Your Integrator

1. Build a Shared Glossary

2. Show the Existing Applications and the Reality on the Ground

3. Share a Written Business Needs Document Upfront

4. Run Well-Prepared Design Workshops

5. Use the PMQP Review to Align on Deliverables

6. Take Real-Time Workshop Notes and Validate Them Before Leaving the Room

7. Replace “Validation by Default” with Active Reviews

8. Make the Solution Concrete Early and Often

9. Involve Business and IT Users in Testing

10. Use Business Simulation, Pilot Sites and Parallel Runs

Make Sure You Have Designed the Best Solution

1. Go Back to the Core Triangle: Purpose, KPIs, Business Case

2. Apply Project Management Best Practices Strictly

Testing Is Not Optional

Essential Recommendations

1. Train Your Teams on Proper Testing Methodology

2. Use a Test Management Tool

3. Accept No Compromise on UAT Quality

4. Formalize Acceptance in a Signed UAT Report

5. Consider External Testing Specialists, But Stay Involved

Testing Readiness Checklist

1. Governance & Scope

2. Organisation & Roles

3. Tools & Assets

4. Environments

5. Data & Migration

6. Readiness Controls Before Each Test Phase

7. KPIs & Reporting

8. Risk Management

Deploying the Solution

Do Not Skip a Serious Go-Live Strategy Assessment

What Is the Objective of a Deployment Strategy ?

The Main Deployment Strategies

Illustrative Examples

What to Analyze When Defining a Go-Live Strategy

A Proven Working Method

Timing: When to Address Go-Live Strategy ?

If Big Bang Is the Only Viable Option

Deployment Strategy check list

1. Clarify Strategic Objectives

2. Assess Organisational & Operational Context

3. Evaluate Core Go-Live Scenarios

4. Deep-Dive on Risk

5. Strengthen the Evidence Base

7. Run a Cross-Functional Decision Process

8. Plan the Transition & Cut-Over

9. Final Validation Before Commitment

10. Document and Communicate

Industrialize the Deployment Process

Data Cleansing

A few good practices

Data Migration

A few good practices

Cut-Over

Training

What the Deployment Network Must Do to Prepare Go-Live

Don’t Overlook the Post–Go-Live Phase

Managing Projects

Define Your Delivery Methodology and Deliverables Precisely

Document Your Project Management Processes Rigorously

Build the Project Schedule Under Resource and Cycle Constraints

Which Schedules and for What Purpose ?

The Global Program and Project Schedule

The Detailed Project Schedule

What a Load–Capacity–Constrained Schedule Enables

Practical Tips for Simple and Effective Schedule Management

Steer Project Progress Through Deliverables

Track Resource Onboarding and Offboarding Precisely

Manage Change with Discipline

Put in Place a Robust Deliverable Handover and Validation Process

Structure the Sign-off of Gates Rigorously

Identify and Control Risks

Establish Effective Project Rituals

Practice Corporate Frugality

Aim for High Collective Performance

Keeping the Project Schedule on Track

Planning and Running Working Sessions

Controlling Scope and Budget

Make Business and IT Work Effectively Together

Step 1: Leadership Alignment

Step 2: Organization and Governance

Step 3: Training on the Working Method

Step 4: Building a Shared Culture

Help Your Suppliers Be More Productive and Effective

Protect the Confidentiality of Project Information

Protecting Your Offices

Protecting Your IT Environment

Protecting Your Intellectual Property

Apply Security Rules in Public Spaces

Know When and How to Stop a Project

Protect and Develop Your Human Capital

Train Your People to Work in Project Mode

Find and Retain the Best External Resources

The Current Market Situation

Hiring Resources Provided by a Vendor

Hiring Freelancers

Attract and Retain Strong Internal Talent

Plan the Post-Project Role for Internal Resources

Monitor the Workload / Capacity Balance in Your Program

Leading Change

Introduce Change with Discipline

Analyze How the Program Impacts Employees

Analyze the Change Equation for Each Population

Build the Change Strategy

1. Validate the Understanding of the Change

2. Adjust Mental Models (Reason) and the Perception of Power

3. Amend the Change Without Altering the Vision and the Objectives

4. Emphasize the urgency of the change

5. Reassure Employees About the Support System

A Special Point of Attention: Rational Anticipations

Communicate and Listen

Managing a Conflict with a Vendor

Always Try to Resolve the Dispute Amicably First

How Do You Successfully Exit a Dispute ?

Embed Issue and Dispute-Resolution Processes in the PMQP

1. The Escalation Process

2. Crisis Management

3. The Project Audit

Maintain a Log of Issues & Apply the Procedures

Keep Your Teams Informed and Protect Them

Seek a High-Ground Exit

Prepare Yourself Thoroughly

Establish Working Sessions and Rituals

10 Rules for Managing Vendor Disputes

10 Red Flags That Signal a Vendor Relationship Is About to Go Wrong

Final Advice Before You Depart

Glossary

Index