Project Management Office (PMO) for Management Consultants

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Project Management Office
(PMO) for Management
Consultants
Practical guide how to build and run PMO

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Sometimes to create value in the firm or manage a huge number of
complicated projects you have to set up Project Management Office (PMO)

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In business you have to make a lot of important decisions
This is pretty difficult especially when it comes to selecting
the right projects and later on implementing them.

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In business you have to make a lot of important decisions
In this presentation I will show you how
to set and run the PMO in practice.

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How to build PMO? Project selectionWhen PMO is used
PMO Deliverables Tools used by PMO
Recruit & Train PMO
team
We will discuss the following things

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This presentation will help you build and run
Project Management Office (PMO) efficiently

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What you will see in this presentation is a part of my online course where you
can find case studies showing analyses along with detailed calculations in Excel
Project Management Office (PMO) for
Management Consultants
$190
$19
Click here to check my course

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When PMO is used –
Introduction

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There are 5 main situations when PMO is extensively used. We will
discuss them in this section
Juggernaut situation
Performance
Improvement situation
Turn Around situation
Private Equity situation Drastic growth situation
Other situations
(i.e. CEO personal team)

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Some companies are so big that they need PMO to provide the visibility on what
happens in the firm. Without PMO the Management is blind and powerless.

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Just as a reminder the Juggernaut situation is one out of 5 main
situations when it makes sense to build PMO
Juggernauts
Performance
Improvement
Turn Around Private Equity Growth

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Let’s discuss the first situation
Juggernauts
 Provide visibility about
projects happening
Performance
Improvement
Turn Around Private Equity
Goal
 List projects happening
in the firm
 Provide information
about projects to the
Board of Directors
 Coordinate them (so
they don’t contradict
each other, have
sufficient resources etc.)
 Provide consistency –
reporting of projects,
analyzing, presenting
results, managing etc.
 Organize official
reporting system of the
project progress
What PMO
has to do
Growth

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Below some hints when it’s time to build such a PMO
You have many production sites
You have many businesses scattered
all over the country
You are operating in many states or
countries
You did a lot of M&As
You have been growing drastically
over the last few years
You employ a lot of family members
& friends
You have more than 400 people in
the Head Office
You have in total more than 5 000
people

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Performance Improvement
situation

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In some cases the firm is loosing profitability or cannot catch up with competitors.
In such cases PMO may also be a good idea to change the profitability.

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Just as a reminder the Performance Improvement situation is one out of
5 main situations when it makes sense to build PMO
Juggernauts
Performance
Improvement

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Let’s discuss it in detail
Juggernauts
Performance
Improvement
 Make sure that the goal
is achieved (increased
EBITDA, net profit, etc.)
Goal
 Generate ideas how to
increase the EBITDA /
net profit
 Ensure that projects get
sufficient resources
 Supervise execution of
projects that are
supposed to deliver the
set goals of EBITDA / net
profit
 Provide analytical &
project management
resources
 Help get external
resources if needed
 Escalate if problems
occurs
What PMO
has to do
Growth

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Your profitability has been
decreasing
Your profitability differs between
countries, sites, businesses
Your people work for you for many
years
There is rivalry or a conflict between
directors
Your firm is not innovative
A lot of directors, managers don’t
have degree in Business / Economics
A lot of directors, managers didn’t
graduate from university
The firm has been driven to a large
extent by the owner

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In some cases the firm is almost dead. It has lost its liquidity (no cash) or
profitability. In such cases PMO may help you turn around the business.

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Just as a reminder the Turn Around situation is one out of 5 main
Juggernauts
Performance
Improvement

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Let’s discuss this situation in detail
Juggernauts
Performance
Improvement
Turn Around
 Make sure that the firm
survives and achieves
goals (regained liquidity
or profitability)
Private Equity
Goal
increase liquidity &
profitability
 Set projects to achieve it
enough resources
projects & manage the
most important ones
project management
resources
 Solve problems
resources if needed
occurs
What PMO
has to do
Growth

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You have problems with liquidity
(you hardly pay on time)
You have entered Chapter 11 or
similar legal defense
Your Debt is bigger than 3 x EBITDA
Some of your businesses are
drastically declining in size
Some of your businesses are
drastically declining in profitability
A disruption makes your business
highly irrelevant
The firm was so indebted that banks
took over
The firm owes a lot of money to
many different parties

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When the firm is bought by PE quite often it has to grow very fast or drastically improve it’s
profitability. This requires additional resources and focus. In other words it requires PMO.

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Just as a reminder the Private Equity situation is one out of 5 main
Juggernauts
Performance
Improvement

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Let’s discuss this situation in detail
Juggernauts
Performance
Improvement
increases the value
according to goals set at
the purchase date (3x-5x
the Enterprise Value)
Goal
 List the projects that
have to happen to
ensure the value
creation
sufficient resources,
sometimes from the PE
projects that are
supposed to deliver
value creation
 Report progress to
Management Board &
owners (PE)
 Escalate if the pace of
value creation is too
slow
What PMO
has to do
Growth

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PE doesn’t want to change the
Management Board
Management Board is good yet lacks
certain skills
The firm needs to drastically grow in
size
Profitability has to be drastically
improved
PE has many business and has no
time to get involved
The acquired by PE firm is big and
diversified
The firm is in a very competitive
industry
The firm has liquidity problems

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In some cases you want to grow so fast that you need to set up PMO to make
sure that the growth happens, and the firm does not fall apart in the process.

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Just as a reminder the Turn Around situation is one out of 5 main
Juggernauts
Performance
Improvement

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Let’s discuss this situation in details
Juggernauts
Performance
Improvement
Goal
What PMO
has to do
Growth
 Achieve set size (# of
users, market share,
production capacity,
revenue size)
grow
 Identify bottlenecks that
limit the growth
 Set priorities
 Provide resources
projects
 Provide analytical and
management resources
if needed
Management Board &
owners

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The business is organized around
functions
The obvious growth opportunities
have been used
Directors on average have spent
more than 7 years in the business
The firm is owned / run by a family
There organizational structure is
pretty complicated with many levels
You lack analytical resources
The firms was powered by the will
of 1-3 key people
Growth requires time and a lot of
money (i.e. high capex)

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When PMO is used – Summary
of main situations

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Below a short summary of what we have discussed so far
Juggernauts
projects happening
Performance
Improvement
Turn Around
survives and achieves
or profitability)
Private Equity
increases the value
Goal
 List projects happening
in the firm
 Provide information
about projects to the
Board of Directors
 Coordinate them (so
they don’t contradict
each other, have
sufficient resources etc.)
 Provide consistency –
reporting or projects,
analyzing, presenting
results, managing etc.
 Organize official
reporting system of the
project progress
increase the EBITDA /
net profit
projects that are
supposed to deliver the
set goal of EBITDA / net
profit
project management
resources
resources if needed
occurs
 Generate Ideas how to
increase liquidity &
profitability
projects & manage the
most important ones
project management
resources
 Solve problems
resources if needed
occurs
 List the projects that
have to happen to
ensure the value
creation
sufficient resources,
sometimes from the PE
projects that are
supposed to deliver
value creation
Management Board &
owners (PE)
 Escalate if the pace of
value creation is too
slow
What PMO
has to do
Growth
revenue size)
grow
 Identify bottlenecks that
limit the growth
 Set priorities
 Provide resources
projects
 Provide analytical and
management resources
if needed
Management Board &
owners

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When PMO is used –
Other situations

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Below some other situations when PMO can be build
Big projects (new factory,
change of head office,
new systems)
PMO for IT projects PMO for M&A situation
PMO to handle
intrapreneurship projects
PMO to handle
cooperation with
startups
PMO to handle a crisis
CEO personal team

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For more details and content check my online course where you can find case
studies showing analyses along with detailed calculations in Excel
$190
$19

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How to build PMO –
Introduction

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In this short section we will discuss the following issues
The process of building
PMO
The role & goals of PMO KPIs used for PMO
What role can PMO play
on different projects

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How to build PMO –
the Process

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Below the general process of building PMO in the organization
Define the role &
Goals of the PMO
Select Projects
Recruit & Train PMO
team
Provide resources &
teach
Execute & Supervise
 What is the situation?
 Where you will place
it (in the org chart)?
 How much power you
will give it?
 Who will you run it?
 How many people
there will be?
 What KPIs you will
give them?
 Define what role PMO
plays on different
projects
 List all potential
projects
 Pick the frameworks
for choosing which
projects should be
done
 Decide on the role of
PMO in each and
every projects
 Define the ideal PMO
employee profile
 Define their roles
 Recruit the PMO team
members
 Train them
 Define PMO
deliverables
 Pick the tools
 For every project
define what is needed
 Define the acceptance
process
 Provide PMO
resources
 Make sure that every
team has sufficient
resources
 Teach Project
Managers & Business
Analysts from outside
PMO how to deal with
data, manage projects
etc.
 Supervise some
projects
 Execute some projects
 Define reporting
system (Project
Managers to PMO &
PMO to Management
Board, Sponsors,
Owners)
owners,

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In this section I will discuss the first element
Define the role &
Goals of the PMO
Select Projects
Recruit & Train PMO
team
Provide resources &
teach
Execute & Supervise

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Other stages will be discussed in separate sections
Define the role &
Goals of the PMO
Select Projects
Recruit & Train PMO
team
Provide resources &
teach
Execute & Supervise

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As we previously said the role and goals of the PMO to a large extent
depends on the situation
Juggernauts
projects happening
Performance
Improvement
Turn Around
survives and achieved
or profitability)
Private Equity
increases the value
Goal
Growth
revenue size)

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However there are other factors that can also impact the role & goals of
the PMO
Situation
Where PMO is located in the
organizational structure
What decision making power you
can give it
Bonus system for the PMO
Seniority of the person running PMO
& its employee
Size of the firm
Size of PMO

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Let’s start with what kind of general PMO we had. Each and one of
them will have different KPIs
Juggernauts
projects happening
Performance
Improvement
Turn Around
or profitability)
Private Equity
increases the value
Goal
Growth
revenue size)

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Let’s start with what kind of general PMO we had. Each and one of
them will have different KPIs
Juggernauts
projects happening
Performance
Improvement
Turn Around
or profitability)
Private Equity
increases the value
Goal
Growth
revenue size)
 % of projects that have
all the necessary
information
 % of projects that are
on-track
 % of projects delivered
within the budget
 EBITDA achieved vs
planned
 % execution of EBITDA
 EBITDA achieved vs
planned
 % execution of EBITDA
 Cash position achieved
vs planned
 Debt level achieved vs
debt level planned
 % Debt reduction
 Enterprise Value or
Equity Value achieved vs
planned
 Transactional Value of
Equity at the moment of
selling the business
 EBITDA level
KPI  # of users / market
share / capacity
achieved vs planned
 % execution of the
growth target

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What role can PMO play on a
specific project?

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PMO can play different roles on different projects. Some of them it will just
have to accept whereas others it will have to manage directly on daily basis.

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Let’s see how involve the PMO can be
Be only informed
about project
existence
Level of engagement
Low Huge
Give opinion about
the project
Monitor regularly
its progress
Accept project
before it starts
Provide resources
for the project
Supervise actively
the project
Execute projects –
act as Project
Managers

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Project selection –
Introduction

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We have previously said that the process of building the PMO consists
of 5 stages
Define the role &
Goals of the PMO
Select Projects
Recruit & Train PMO
team
Provide resources &
teach
Execute & Supervise

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In this section I will concentrate on the 2nd stage
Define the role &
Goals of the PMO
Select Projects
Recruit & Train PMO
team
Provide resources &
teach
Execute & Supervise

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In this section we will talk about different methods to select projects for
execution that PMO can use
Strategic alignment
framework
Value proposition
alignment framework
Portfolio decision making
Bottleneck Framework Others

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Strategic alignment framework –
Introduction

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Is it aligned
with the
overall
strategy?
Impact
YESNO
High
Low
 Things with big impact that are aligned
with our strategy
1
 Things with small impact that are
aligned with our strategy
2
 Things with big impact that are not
aligned with the strategy
 Those are the “Maybe projects”
3
No
In the strategic alignment framework we divide projects into 4 groups

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The impact can be measured in many ways
Future EBITDA
 This is a useful criteria if you
are quoted at the stock
exchange or you will be selling
the company at some point
 Most investor perceive the
value of the firm as the EBITDA
multiplied by some multiplier
 In this case we only look at the
future EBITDA for the project
we are considering
NPV of the cash flow
 Here we would look at the NPV
of the cash flow generated by
specific project
 We would pick this as a criteria
if we consider the cash
generation as extremely
important, more important
than the future valuation
Users / Market share
 In some cases the future
profitability depends heavily
on the future size
 In those cases the future
structure of the industry will
be some sort of monopoly
(including oligopoly)
 This is important especially if
the investors are not treating
profitability as the main
criteria

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Case Introduction

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Imagine that you have to help a producer of products from milk to
decide which projects he should implement and which to neglect.

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A few information about the firm
They want to 3x EBITDA in 5 years
They have defined a strategy for the
next 5 years
They have 10 projects that they
consider

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Below a summary of their strategy
Goal
Sales & Marketing
Operations
Other issues
 3 x EBITDA
 Concentration on new products introduction &
direct-to-consumer marketing
 No changes to distribution model
 Decrease waste level
 Decrease labor costs
 Carbon neutral
 Higher share of recyclable packages
Current Future
 USD 100 M
 10 products
 Waste level – 4%
 Labor costs – 8%
 Recyclable packaging share
– 10%
 USD 300 M
 20 products
 Waste level – 3%
 Labor costs – 6%
 Recyclable packaging share
– 80%
Description
Main Value Creation
Methods
 Better penetration in Poland
 Entering other countries
 New products but still related to mil
 Poland penetration - 15%  Poland penetration - 20%

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When it makes sense to use it

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Strategic alignment framework can be used in many situations. Below
some of them
You have many projects
Projects were generated by different
departments
Projects are not necessary aligned
with the strategy
You have limited resources (money
& people)
Organization has to be focused
There are many stakeholders

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$190
$19

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Value proposition alignment
framework – Introduction

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In value proposition alignment framework you select projects
that will be the most efficient in improving customer satisfaction.

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Below how you should use the value proposition alignment framework
to make the decisions
Define the customer
segment
Define the value
proposition for the
segment
Pick the metric &
measure the current
state
List projects that will
improve the
situation
Select projects and
implement
 Not all segments
have the same
needs
 Not all segments
you have to keep
equally happy
 Pick the segment
that is the most
important
 You can take care of
other segments
during separate
projects
 Define the value
proposition for the
segment you have
selected
 Pick the metric that
will help you
measure how
satisfied the
customer is with
the value position
you are offering
 One of the metrics
can be Net
Promoter Score
(NPS)
 List projects aiming
at improving the
customer
satisfaction / value
proposition – real
or its perception
 Estimate costs &
impact for every
project
 Select the projects
that will be the
most efficient in
terms of improving
customer
satisfaction
 Plan the
implementation of
those projects
 Implement the
projects

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Value proposition alignment
framework – Cases Introduction

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Now let’s help Fast Food Salad Chain pick the right
projects to improve the customer value proposition.

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A few information about the salad chain
100 location in Easter Europe
Their NPS is currently 30%
They want to improve the NPS
to 50%
They are analyzing 6 different
projects

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Value proposition alignment framework
– When it makes sense to use it

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Value proposition alignment framework can be used in many situations.
Below some of them
High competition
Customer satisfaction the most
important factor
Big innovation in the industry when
it comes to customer satisfaction
Moderate margins
Projects may have big impact on
costs or capex
High customer value

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Portfolio decision making –
Introduction

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In many cases you don’t have to be right on every decision but only
on average. In this case portfolio decision making comes very handy.

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To exemplify it let’s imagine that you have to 2x the value of the money given
to you on 2 projects. It may mean that on both projects you have to 2x or…..
10 M 20 M
2x
5 M 10 M
5 M 10 M
2x
2x

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… you achieve it mainly by increasing the value of just one of them to much
bigger extent.
10 M 20 M
2x
5 M 20 M
5 M 0 M
4x
0x

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Below how you should use the portfolio management to make decisions
List potential
projects you
consider
Estimate their
potential impacts &
probabilities
Group them by risk
groups
Define the number
of projects you will
invest in
Pick the projects
diversifying the risk
projects that you
consider
 Here you should
either list projects
that are using the
same budget or
addressing the
same issue / area
 Decide what do you
mean by impact –
NPV of the cash
generated by the
project, EBITDA,
market share etc.,
estimate the
potential impact
 Estimate the
probability of the
project achieving
the goal
 Assign to every
project the main
risk factor
 Group the projects
around the same
risk factor (i.e. in
one group projects
that depend on the
market growth as
the main driving
force)
 Define the total
budget you can
spend on projects
 Define the number
of projects you will
invest
 Define how many
projects you will
pick from the same
risk group
 Make sure that you
don’t overspend
your budget
 Make sure that no
more than certain
share (i.e. 10%) is
invested in the
same risk group
 Pick the projects
using the previously
defined criteria &
limits on risk
concentration

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$190
$19

86
Case Introduction

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Let’s have a look at a plywood producer that considers 15 different
projects
3 plants
They have 15 investment ideas
Use portfolio management to
decide which one to pick
You cannot spend more than
EUR 30 M

88

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Portfolio decision making can be used in many situations. Below some
of them
The outcomes is very unpredictable
You want to diversify risks
You are doing a lot of investments so
the risk can be spread
The main sources or risks are
beyond your control
The investments are not depending
on each other
You will use the same resources for
the investments

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Bottleneck framework –
Introduction

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Bottleneck framework is a mix of 2 methods
Low hanging fruit framework
Theory of constraints /
Removing bottlenecks

92
To help you better understand the bottleneck framework we will go through
the following things
The process of using the
bottleneck framework
Low hanging fruit Bottlenecks
Bottleneck Framework –
Case Study
When it makes sense to
use bottleneck
framework

93
Resources needed
Impact
SmallBig
High
Low
 Things with big impact that
require little work
1
 Easy but with low impact
3
 Things with big impact yet
expensive, time consuming
2
No
We not only look at the impact vs resources needed…..

94
…but we also in the second step decide which projects to do or not to
do looking at resources we use
Name and Surname Position Department Sum of Involvement - only projects accepted
Person 1 Project Manager Development Department 90%
Person 17 Director of Commercial Dep. Commercial Department 80%
Person 18 CEO CEO 120%
Person 2 Category Manager Commercial Department 85%
Person 21 Director of Marketing Dep. Marketing Department 110%
Person 3 Category Manager Commercial Department 135%
Person 42 Project Manager IT 120%
Person 43 Business Analyst IT 90%
Person 7 Analyst Controlling Department 190%
Person 8 COO Operations 145%
Person 50 Director of Planning Dep. Planning Department 80%

95
…but we also in the second step decide which projects to do or not to
do looking at resources we use
Project Name
Name and Surname BI
Foreign
Expansion Hospitals Loyalty Program M&A Marketplace New format Private Label Rebranding
Grand
Total
Person 1 30% 30% 30% 90%
Person 17 10% 20% 10% 20% 20% 80%
Person 18 20% 10% 10% 20% 20% 20% 20% 120%
Person 2 20% 15% 15% 15% 20% 85%
Person 21 10% 10% 30% 10% 10% 40% 110%
Person 3 40% 20% 20% 15% 40% 135%
Person 42 30% 30% 30% 30% 120%
Person 43 30% 30% 30% 90%
Person 7 40% 20% 60% 30% 40% 190%
Person 8 30% 10% 30% 30% 30% 15% 145%
Person 50 40% 40% 80%

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The process

97
Below how you should use the bottleneck framework to select projects
List potential
projects you
consider
Estimate their
potential impacts &
resources needed
Identify low hanging
fruits
Check bottlenecks
for projects & try to
remove them
Pick the projects &
Execute
projects that you
consider
 Here you should
either list projects
that are using the
same budget or
addressing the same
issue / area
 Decide what do you
mean by impact –
NPV of the cash
generated by the
project, EBITDA,
market share etc.,
 Decide what you
mean by resources
(money, time of your
employees, physical
resources etc.)
estimate what
internal and external
resources they need
 Using the low-hanging
fruit set priorities to
projects
 Priority have projects
with high impact and
low resources needed
 For group 1-3 from
low hanging fruits
check bottlenecks and
try to remove them
 If removal is not
possible than use the
priorities from low
hanging fruit to
decide which you do
and which you don’t'
 Pick the projects using
the previously defined
criteria
 Allocate resources for
their execution
 Execute & Supervise

98
Before we move to case study showing you how to use this framework in
practice I will talk in details about both frameworks
Low hanging fruit framework Theory of constraints

101
Get the low hanging fruits first. By low
hanging fruits we mean things with big
impact and easy to accomplish

102
Resources needed
Impact
SmallBig
High
Low
 Things with big impact that
require little work
1
 Easy but with low impact
3
 Things with big impact yet
expensive, time consuming
2
No
How to find low hanging fruits?

103
 Office hours
12
4 3
 Blog posts
 Slideshare presentation
Impact
High
Low Resources needed
SmallBig
 Udemy Course
 Sniply
 Youtube
 Events
 Twitter
 Additional resources
Low hanging fruits for StartupAkademia

104
Theory of constraints –
removing bottlenecks

105
Bottlenecks are dangerous as their hurt the efficiency of the whole system

106
Example 1
7 5 7
Example 2
5 10 20
Example 3
5 5 3
x Stage capacity
What is the throughput of every system and where is the bottleneck?

107
The are 4 rules that you should follow when it comes to bottlenecks
 Identify what is the bottleneck
 Increase its throughput by lowering the time needed for everything that goes
through the bottleneck
 Add new resources to bottleneck
 Adjust everything to the bottleneck – so it works at the same pace

108
Imagine that you are working in a company working in a content marketing
Research topics for a
post
Write a post Create illustration
Edit and modify
post, add illustration
and schedule
20 5 7 10
# of post that can
be done in a week
by 1 person
 Speed up the writing process (faster typing,
better tools, shortcuts for the most popular
words)
xx
20 8 7 10
10 9 10 10
 Make the researcher do also par time
writing and making illustration
 We have almost doubled the production of post with the same resources
 The same principles would apply if all the activities were done only by you – in this case it would mean that you
should not do too much research and illustration but rather improve the typing speed and match the number of
illustration and researches to your capacity in writing
 If you have no impact on the process (you are one of the guys above just doing his own part and your boss does not
want to listen to you then simply do less – identify the bottleneck and adjust your speed to his speed.
 On the other hand if you are the bottleneck then speed up because the whole team depends on you.

109
Case Introduction

110
Imagine that you have to identify which projects should be done for an
international chain of drugstores. Use the bottleneck framework to select projects.

111
A few information about the firm that we will be analyzing
They have 4 000 stores
They have named 9 projects
They mapped which people they need for
the projects
Select the projects you think they should
do

112

113
Bottleneck framework can be used in many situations. Below some of
them
Middle-sized firms
Firms in which limited # of people is
involved in most of projects
Firms owned by PE
When a lot of projects happen that
the firm has no experience in doing
After a period of drastic growth of
the Head Office
After a change of power – new CEO
or Management Board

114
$190
$19

116
Recruit & Train PMO team–
Introduction

117
In this section we will talk a little bit about training the people you need
for PMO
Introduction to creating
ideal team members
Values
Profile of an ideal
consultant
Structure for cooperation
Why team members have
to constantly improve
How to teach your team
members

118
Introduction to creating ideal
team members

119
If you want to do fast, efficiently good projects you have to have the right kind
of people. You can say that preparation starts with proper teaching

120
You will achieve it only by defining and implementing 3 things
Values
Profile of the ideal
consultant
Structure for
cooperation

122
Consulting is a teamwork so you have to define what values you want your team to
follow. This is crucial as it will be something that will be the bases for the team culture

123
Before you start defining specific values it is good to decide on 2 important
issues
Specialist Generalists
You buy ready-
made people
You grow people

124
Before you start defining specific values it is good to decide on 2 important
issues
Specialist Generalists
You buy ready
made people
You grow people

125
In the case of my teams I always try to instill the following values
Independent
Creates value
Support the team
Data driven
Smart lazy
Efficient
Despise politics

126
Profile of an ideal consultant

127
As we discuss previously you want to turn inexperienced graduates into
seasoned consultants. This gives you greater chances of success during the
project

128
You will achieve it only by defining and implementing 3 things
Tools Skills Areas of expertise
Sales Marketing Operations Finance
Current level
Target level
Problem
Solving
Sketching
Presentations
Interviewing Managing
People
Excel Power Point Access VBA

130
For your team to cooperate you should create and teach them standards,
templates as well as turn into modules as much as possible your process and
end-products.
Standards Templates
Modules Tools

131
Why team members have to
constantly improve

132
You should try to improve your team due to the so called to compounding
effect. It boils down to the fact that Even if the growth is small applied over
long period of time gives big end-results
= 2.6 x StartStart x (1+10%)^10

133
In practice it means that it is like doubling your team size

134
How to teach your team
members

135
The first step in teaching is to described the ideal profile of your team
member and then measure where each and one of them is
Create the ideal
profile
Measure the current
level
Prepare materials Set the pace
Set time for teaching
/ learning

136
As mentioned before, you should create the ideal profile and measure
everybody against it
Tools Skills Areas of expertise
Sales Marketing Operations Finance
Current level
Target level
Problem
Solving
Sketching
Presentations
Interviewing Managing
People
Excel Power Point Access VBA

137
The first step in teaching is to described the ideal profile of your team
member and then measure where each and one of them is
Create the ideal
profile
Measure the current
level
/ learning

138
Next step is to prepare the materials for teaching. In my case I went for on-
line courses not to waste my time on repeating the same things on and on

139
We currently are somewhere half-way through to mapping all the things
that a business analyst and consultant has to master
23 40

140
Next step is to set the pace for each person. In this case we want to calculate
how much time he has to devote to learning to get to the ideal level
Create the ideal
profile
Measure the current
level
/ learning

141
Below an example of how you can estimate the pace
What is the
difference between
the ideal and current
state
Till when I want him
to reach the ideal
state
How many hours of
trainings this entails
What is the required
pace?
 25 points  24 months  10 hours per training
(point of difference)
 0.5 hour per day

142
Introduction to managing the
team efficiently

143
Team member
170 170 x # of people
Manager
Just as a reminder when we talk about team efficiency we want to get
as much as possible value from the available time of the team

144
I will start with something that is called the critical chain. Then I will talk
about managing the team in practice and other important issues
Why manager
should not work?
Values
Profile of the
ideal consultant
Structure for
cooperation
Critical Chain
Managing the
team in practice
Identifying
bottlenecks
Collecting
knowledge

146
One of the biggest problem for efficiency is the so called Parkinson’s
Law – Work expand so as to fill the time available for its completion

147
People when asked to evaluate the time certain things will take build in
buffers
A B C
A + B + C
A + B + C
A B C Central buffer
Declared time
Buffer time
Real execution

148
Managing the team
in practice

149
As mentioned previously I use 4 types of to-do list to control people and
projects
To be done
Managing me
Expecting from
others
Recurring items
Managing personal
team
Master list
Monika
Lidia
Michael
Lisa
Project done for
customers
Project A
Project B
Project C
Project D
Supervising startups
Startup A
Startup B
Startup C
Startup D

150
For simplicity let’s assume that there are 4 people and 2 projects. 2
people are from your team.
Managing the teams
Monika
Lidia
Michael
Lisa
Managing the projects
Project A
Project B
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 11
Task 12
Task 13
Task 14
Task 15
Task 16

151
You have to assign the topics to specific people, so it means double checking
through the to-do list of your team members and the to-do list of the project
Managing the teams
Monika
Lidia
Michael
Lisa
Project A
Project B
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 11
Task 12
Task 13
Task 14
Task 15
Task 16
Managing the projects
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 11
Task 12
Task 13
Task 14
Task 15
Task 16

152
This means that you have to make 2 types of update. You check your people (team
assign to you). You also have to check the projects you supervise (also team
members not reporting to you)
Check the teams assigned to
you
Check projects status – for
project you are managing
 Daily – 1-2 times a da for 15-30 minutes
 Weekly – 30 minutes updates

153
There are some rules for that will make it easier for you to manage both
type of teams
Don’t penalize for not meeting
deadlines
Set aggressive deadlines
Create fast Minimal Viable
Version
Do as much as possible using
other people
Let the team members make
mistakes
Be lazy
Create the to-do list and
communicate it
Stick to the topic

154
For every day you should set up a calendar with slots. Doing things
should not be your priority
Status Update
Doer time
Analyzing & Checking
 9:00-10:00
 10:00-11:00
Meetings (Projects / Teaching)
Meetings (Projects / Teaching)
Doer time
Status Update
 15:00-17:00
 17:00-18:00
 14:00-15:00
 11:00-14:00

155
How to manage your team?
Example from managing a consulting project

156
To manage you need 2 main tools that will help you keep track of the
project and the people
Presentation template
To-do list
Storage
Communication with the team

157
As said previously as a PM your day will be mainly about meeting with
customer’s directors, but you should spare some time for the team as well
Status Update
Meetings with customer team
Analyzing & Checking
 9:30-10:00
 10:00-15:00
Status Update
 15:00-17:00
 17:00-18:00

158
There are some rules for that will make it easier for you to manage your
team
Daily updates with the team
Weekly update with the
customer
Internal Deadlines very
aggressive
Get early buy-in
From the beginning create end
products
Transfer end-products to the
customer
Educate the customer how to
use the products
Double check integrity of data

159
Let’s have a look how a 7-week project should look when it comes to execution
 Project Start
Task 1
 Additional Data Gathering
 Analysis and slides preparation
 Presentation of intermediate works
2 3 4 5 6 7
 Transfer and teaching
 End of the project
 Creating the product using critical
chain method
 Fine tuning
 Getting buy-in
 Overdelivering
 Selling new projects

160
Introduction to identifying and
dealing with bottlenecks in teams

161
Bottlenecks are dangerous as their hurt the efficiency of the whole system. For
you team to work smoothly you should constantly identify them and remove
them

162
There are ways to handle the bottlenecks in most of the teams
Make team members more
universal
Monitor people and projects
Have buffers
Apply the critical chain method
Use tools to help people in
bottlenecks

164
Every team or team members are creating interesting materials during
projects / activities
SMI

165
As a company or a manager you should try to collect the knowledge
from them
SMI

166
There are ways to support knowledge collections
Get the deliverables from every
project
Get the source data
Make the teams prepare lesson
learnt
Make the team members
create trainings
Rotate the people from the
teams
Go to some meetings to assess
the value
Make the teams create
instructions
Create tools that capture the
knowledge

167
$190
$19

169
PMO Deliverables –
Introduction

170
PMO produces a lot of deliverables. I will show you some examples in
this section
Project Card / Charter Project Summary Tool
Detailed Analysis &
Presentation for every
project

171
Detailed Analyses & Presentation
for every project

172
During every projects team members along with PMO team will produce a lot
of deliverables
Summary of findings in
Power Point
Detailed Analysis in Excel
supporting the
presentation
Additional materials
(manuals, tools, etc.)

173
Attached to the lecture you will find a summary of a project done for
DIY chain devoted to process optimization
+70 stores
2 countries
Average size of the store: 3
500 sq. m

175
Tools used by PMO –
Introduction

176
When it comes to tools the PMO should have the following tools available
Project Management
Tools
Presentation Template Slides Templates
Project Card / Charter Project Overview Data Collection Tools
Data bases / Data access

178
To manage projects it is a good idea to use one of the following tools that will
help you keep track of projects and help the project teams work
Project Cards in Excel
Project Cards in Google
Sheet
Asana
Monday Airtable Trello
Jira Basecamp Nozbe

179
$190
$19

180
Project Management for
Practical Guide
presentation
Check also my other presentations

181
How to train Business Analysts
& Management Consultants
Practical Guide
presentation

182
How to solve problems like
Practical Guide
presentation

183
KPIs for Management
Consultants & Business Analysts
Practical Guide
presentation

184
FMCG for Management
Practical Guide
presentation

185
Strategy for Management
Practical Guide
presentation
For more information on Strategy check also my other presentation

186
FMCG for Management
Practical Guide
presentation

187
Supply Chain for Management
Consultants
Practical Guide
presentation
For more information on Supply Chain check also my other presentation

188
Essential Excel for Business
Analysts and Consultants
A practical guide
presentation

189
Top 10 courses that every
Management Consultant should
take
My super objective view
presentation

190
Top 25 books that every
Management Consultant should
read
My super objective view
presentation

191
Management Consulting Tools,
Techniques and Frameworks
A practical guide
presentation

192
How to manage a consulting
project?
A practical guide
presentation

193
Business modeling of offline
businesses in Excel
A practical guide
presentation

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