Hugo Steben (the trainer)

1. Innovation Project Leader SupporteTraining session #3 – Tracking and Reporting your ProjectOctober 4th, 2012v_20121004

2. Hugo Steben (the trainer) Brigitte Lépine Dave Caissy (the coach)

3. Before we start, A few instructions…

4. Close your files and applications Help your computer run Webex

5. Full Screen

6. 2 1 Answer our questionsdirectly in thepresentation 3 1- Position your cursor near the top of the screen; 2- Click on ‘’Annotate’’. The Annotation Tools window will appear; 3- Click on the arrow; 4- Click anywhere on the screen; an arrow with your name on it will appear.

7. Need to ask a question? Question Zone (click here)

8. Are you still with me? Yes!

9. Recording...

10. Innovation Project Leader SupporteTraining session #3 – Tracking and Reporting your ProjectOctober 4th, 2012

11. Support for Innovation Project Leaders The following training and coaching process has been designed as a light and dynamic support mechanism for innovation project leaders. Phase #1 Developing the Mandate Validation Phase #2 Building the Project Plan Validation Phase #3 Tracking & Reporting your project SPOC, Executive Champion and/or SMT SPOC, Executive Champion and/or SMT eTraining #1 eTraining #2 Sept. 13th, 2012 eTraining #3 Oct. 4th, 2012 eCoaching #1 eCoaching #2 eCoaching #3 August 27, 2012

12. ObjectiVEs At the end of this eTraining session, you should be able to understand: • The execution and closing phases of an innovation project • How to track and report on your project • How to manage changes within your project

13. Agenda • Summary of eTraining#2 content • The feasibility execution phase • Tracking and reporting • Managing changes within your project • Approvals and gates • The closing / transfer phase • Next steps, wrap-up and review of the objectives

14. Agenda • Summary of eTraining#2 content • The feasibility execution phase • Tracking and reporting • Managing changes within your project • Approvals and gates • The closing / transfer phase • Next steps, wrap-up and review of the objectives

15. Your deliverables 1 2 3 Opportunity analysis and idea generation Detailed feasibility analysis Preliminary feasibility analysis Planning Feasibility execution Mandate Project approval Project plan approval Mandate approval • Deliverable • Mandate • Deliverable • Project plan • Deliverables • Business Case deck • Updated project plan

16. Business caseThe 3 key outputs Uncertainties • Can we do it? • (Technical feasibility & Operational feasibility) • Is there a customer for it? • (Commercial feasibility) • Can we make money from it? • (Financial feasibility) Time

17. BUSINESS CASE deck (SPOC) Why Are We Here? Vision & Objectives Market Review Commercialization Strategy Business Model Alternative Solutions Project Scope Inclusion and Exclusion Project Assumptions & Constraints Project Risks Project Benefits Financials Project Schedule Key Measures of Success Project Structure

18. THE PROJECT plan Cover page • Two templates: • Innovation project plan • Print sector project plan Signed mandate Approach & schedule Team & risks Budget Detailed activities & appendix

19. Practical advice • Don’t forget to consider R&D credits and subsidies when preparing your budget. • For more information, consult the questionnaire on the Intranet or contact Roby Matteau.

20. Scrum roundtable In turn, answer these 4 questions in 2 minutes or less: • Which project are you leading? • What is the current stage of the project? • What roadblocks have you encountered? • What do you see as the next steps to completing your feasibility project? With your arrow, please indicate the current conditions of your project.

21. Agenda • Summary of eTraining#2 content • The feasibility execution phase • Tracking and reporting • Managing changes within your project • Approvals and gates • The closing / transfer phase • Next steps, wrap-up and review of the objectives

22. 1 2 5 3 4 GATE Challenge finals Development Testing &validation Commercialization / Implementation Opportunity analysis and idea generation Detailed feasibility analysis Planning and feasibility Preliminary feasibility analysis Business case and Project plan approval • Mandate Mandate approval Closing Execution Solution approval CSPOC SPOC/ Print SMT SPOC Print SMT SPOC Print SMT CSPOC SPOC/ Print SMT

23. The feasibility execution Phase 2 3 Detailed feasibility analysis Development Preliminary feasibility analysis Project approval Project plan approval Execution Planning Feasibility execution Mandate Mandate approval • Deliverable • Mandate • Deliverable • Project plan • Deliverables • Business Case deck • Updated project plan • (at Media SPOC or Print SMT)

24. The “feasibility Execution” phase Objective: Make good on the project deliverables

25. Remember… • Roles and responsibilities of the project leader: • Delivers on the project objectives on time and on budget • Prepares the project definition and business plan • Plans the project and manages resources (financial and human) • Identifies risks • Builds the project schedule • Tracks and monitors the project • Reports on the progress made on the project (performance indicators)

26. Agenda • Summary of eTraining#2 content • The feasibility execution phase • Tracking and reporting • Managing changes within your project • Approvals and gates • The closing / transfer phase • Next steps, wrap-up and review of the objectives

27. 9-10 7-8 4-6 1-3 On a scale of 1 to 10, how would you rate the performance of your team meetings?

28. Follow-up meetings vs. work sessions

29. Practical advice • Establish clear objectives for your team meetings and stay on track.

30. Tracking and reporting THE project • Tracking • Consists in gathering data on the work progress and costs. • Within the project team • Reporting • Consists in ensuring that the work results are consistent with applicable specifications and standards and in verifying that the work progress is such that the project will come in on time and on budget. • For executive champion, and Media SPOC or Print SMT

31. Why are tracking and reporting needed? • To ensure everyone is moving in the right direction • To avoid gaps and implement corrective actions • To facilitatecommunication between team members and stakeholders (executive champion, owner, etc.)

32. What needs to be tracked

33. In your opinion, who is responsible for tracking and reporting? The executive champion and owner The team as a whole The project leader

34. Remember… Tracking and reporting is the responsibility of the project leader.

35. Deploying the communication plan • Share critical information • Who shares what with whom? • E.g.: a team member in charge of market review reports to the project leader on the conclusions of various market research activities. • When and why do they share? • E.g.: upon receiving the conclusions of each activity. • How should the information be transmitted? • E.g.: Documents sent by email 24 hours in advance, discussion via a phone meeting with the project leader • What about changes, problems and pending points? • E.g.: Email the project leader to schedule a phone meeting

36. Deploying the communication plan • Get critical information quickly • Ensure that team members know precisely what information you will need and when. • Ensure that team members inform you as soon as they encounter any problem.

37. Deploying the communication plan • Effectively disseminate information to team members and stakeholders (executive champion, owner, etc.) • Keep them involved • Build the “buy-in” for your project.

38. The communication plan template is located on the Intranet (Innovation section).

39. EFFECTIVE reporting

40. Traffic lights:a simple and efficient system

41. Is this a system you are familiar with? Yes! No

42. Quality-related Performance • Serves to evaluate project objectives • Green: Everything is going well (minor problems only) • Yellow: A few major problems, but solutions are being implemented • Red: Major problem(s) – no solutions yet Example The workflow process cycle time will take 25% longer than targeted.  Red

43. Schedule-related Performance • Green: on time • Yellow: there are delays, but they can be bridged and • shouldn’t affect the project delivery date • Red: the delays will affect the project delivery date Example As of today, work on the project has taken 20% more time than expected and will result in our missing our product launch window.  Red

44. Budget-related Performance • Green: on budget • Yellow: some costs have been slightly exceeded but this will not • compromise the total project budget • Red: the costs exceeded will affect the total project budget Example The interface design of our mobile application cost us $5,000 more than expected, but we can absorb this cost by reducing our market research expenses.  Yellow

45. MANAGING GAPS • Quickly correcting observed gaps in order to limit the negative impacts on the project proceedings and the achievement of project objectives. • If possible, try to anticipate yellow lights. • Once a gap is observed, appropriate corrective actions must be taken as soon as possible. • The greater the delay in correcting minor gaps, the more likely these gaps will become too significant to be easily rectified.

46. Agenda • Summary of eTraining#2 content • The feasibility execution phase • Tracking and reporting • Managing changes within your project • Approvals and gates • The closing / transfer phase • Next steps, wrap-up and review of the objectives

47. Managing changes 3 levels of change: Minor change Moderate change Major change

48. MINOR CHANGE No impact on the budget or schedule • Present the situation to the project team • Make an agreement to approve the change Example: The programmer we initially intended on hiring to program one of the app’s module is no longer available, but we have access to other programmers.

49. MODERATE CHANGE This level of change has an impact on the budget and/or schedule, but does not mean the project can’t be completed. • Discuss the change request with the project team • Evaluate the negative impacts on the budget and the schedule, as well as the objectives • Present the revised mandate, budget and schedule to the owner, who must approve the change. Example: Focus groups reveal that the marketing strategy is not well aligned with the target market, so it must be revised.

50. MAJOR CHANGE Puts the relevance of the project in question: • Discuss with the executive champion / owner Start a separate project to meet this request Kill the current project and start over from scratch or Example: On-going business intelligence activities reveal that a solution already exists. Consider killing the current project and starting a new one with a view to white-labeling available solutions.