Draft Project Charter
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PROJECT BRIEF (PB) CCC Performance Management Version: 1.1
Last Updated: September 30 2008
PROJECT NAME
CCC Performance Management
PROJECT TYPE
Multi-Year / Entreprise-wide / Change Project
PROJECT DIRECTOR
Catherine Côté-Kirijian
PROJECT SPONSOR Martin Zablocki, VP, Strategy & Organizational Development
MOTIVATION/CONTEXT
•
Performance Management has been identified as a corporate priority moving forward by CCC’s Board of Directors. The Corporation needs to strengthen its capacity to sustain long-term performance excellence to ensure ongoing success in an everchanging environment with ever-changing markets. Organizations today can no longer assume that the capabilities that supported past performance will clinch future performance.
•
Building organizational endurance calls for a greater focus on organizational learning and agility so as to effectively respond to changes, seize opportunities, change directions, avoid collisions, and better anticipate and withstand disruptive change. This is key to thriving in a global environment where accelerated pace of change and complexity are becoming the norm.
•
To achieve ongoing success in the context of this often unpredictable‛ new normal’, CCC needs :
o to strike an appropriate balance between sound management for short-terms results with sound management for future success;
o to shift its approach from islands of competencies to a single integrated framework that simplifies and consolidates CCC’s core management processes.1
•
An integrated high-performance management framework will enable CCC to increase its effectiveness quotient and better meet the ongoing challenge of effectively managing for both short and long-term success while ensuring both the current and future wellbeing of its workforce. It will provide a foundation from which CCC can engage in greater organizational learning, can become more agile in the face of
1 While each of these processes is equally important on its own, their value is maximized and successful strategy execution achieved once their inter-dependencies are recognized and leveraged. Much like a computer hard drive becomes inefficient due to fragmentation, the more fragmented management processes become, the less value they bring to the organization (Rummler-Brach, 2004)
PB: CCC Performance Management
Version: 1.1
continuously changing and often unpredictable business environments. DESCRIPTION
•
This project aims to build on CCC’s current performance management approaches and improve the corporation’s organizational endurance, i.e. its ability to maintain long-term performance excellence, in a deliberate and systematic way.
•
High-level project objectives, outputs and outcomes are as follows: Objectives
Outputs
Outcomes
To increase CCC’s effectiveness as an organization
High performance management framework that:
Improved integration, focus & optimization of effort leading to stronger definition & execution of effective strategies
•
•
is relevant to the size & context of the Corporation reinforces the required level of organizational learning, agility and resilience to ensure both short and long-term success
Stronger understanding & management of the tradeoffs between current priorities & internal continuous improvement activities required to keep pace with changing trends & future success factors Greater stakeholder confidence
To articulate & act upon areas of opportunity/improvement that will accrue CCC’s capacity to define & maintain performance excellence & maximize value for effort
Blueprint for change that identifies how to leverage current strengths, & act on improvement opportunities to close significant gaps
Improved organizational effectiveness & longer-term efficiencies by deriving greater value from core management processes already in place
To cultivate & entrench a high performance-oriented culture across the Corporation
Guiding principles & other internal collateral to promote high performance along with an aligned reward system
Spirit of organizational development & learning Overt behaviours & actions consistent with the defining characteristics of high performance organizations
PROJECT SCOPE PB: CCC Performance Management
September 30 2008 Page 2 of 7
PB: CCC Performance Management Version: 1.1 • The framework must complement the performance regimes of CCC’s key trade portfolio partners, and must also speak loudly to the corporation’s wide range of other stakeholders to further grow their confidence in the corporation.
•
The scope of the PM Project Portfolio will be anchored in elements already in place, concentrating first and foremost on enriching processes & practices that will impact the whole corporation. ZThat being said, it will be equally important to strike the appropriate balance between standardization and value-add flexibility.
•
This project will go far beyond the discipline of performance measurement (assessing progress against pre-determined goals). It is focused on the more comprehensive discipline of performance management that includes effective priority-setting and management of tensions across core, continuous improvement and growth agendas, cascading strategy and accountabilities throughout the organization, gathering and acting on performance intelligence, and regular workforce engagement via strong internal communications.
GENERAL STRATEGY & APPROACH Timelines/Milestone s Initiation Through broad consultations, grasp current understanding around performance management across the corporation. This will help not only clarify current practices but also inform development of tailored engagement strategies Develop a working paper that explores key characteristics of healthy organizations & maps key elements of ‘fit’ organizations. This will facilitate clear definition of the project vision Carry out an organizational competency/capacity assessment aligned with the key characteristic explored via the working paper to identify strengths, improvement opportunities & significant change gaps. This will provide necessary intelligence to make sound decisions around project priorities Planning & Execution Facilitate executive committee discussions to develop a shared understanding of PM, to develop a shared definition of project expectations, look at a range of options, and decide on project vision
PB: CCC Performance Management
September 30 2008 Page 3 of 7
PB: CCC Performance Management
Version: 1.1
Develop & implement a project blueprint that is clearly identifies the critical path, prioritizing improvement opportunities & as per the project vision & impact/effort analysis Design & implement holistic framework with mechanisms & tools that consolidate core management processes & comprises sound principles/practices/ tools for effective performance management (including selection & implementation of a performance management model based on pre-determined criteria) Develop & implement tailored engagement/change management (including communications) strategies to accrue understanding around project purpose & shed light on the necessary cultural shift towards a high performance culture Evaluation & Closure Develop project performance indicators to gauge and monitor progress & project effectiveness Articulate both formative & summative evaluation approaches to engage in as you go lessons learned as well as a final project appraisal to assess delivery of value
PROJECT GOVERNANCE •
The following diagram depicts the project’s governance structure:
CCC Executive Committee Project Steering Committee VP S & OD Project Sponsor
TBD Performance Mgmt Table
Catherine Côté-Kirijian Project Director
TBD Champions
TBD Core Project Team
TBD Working Groups
Membership and accountabilities are as follows:
Project
Membership
Accountabilities
CCC Executive Committee
Shared understanding & commitment to project
PB: CCC Performance Management
September 30 2008 Page 4 of 7
PB: CCC Performance Management
Version: 1.1
Steering Committee
Project Director
vision & objectives High-level decisions regarding project budgets, priorities & schedules, milestones & scope changes Regular project status reviews to monitor & readjust as required by risk & performance indicators
Performanc e Manageme nt Table
Project Director Defence Representative EDM Representative Shared Services Representative
Project advisory, guidance & recommendations, from an enterprise-wide perspective, to assist in the progress of all projects within the PM Project Portfolio
Project Champions
Project Sponsor 1 Director 1 Manager 1 Staff with cross-enterprise representation Project Director
Advocating project benefits with peers & business lines/functions, Assisting project team to identify & navigate challenges
Project Director
Liaison & communication across governance bodies, including regular status reviews to the Project Steering Committee Oversight, management, implementation & evaluation of projects in the PM Project Portfolio
Core Project Team
Project Director Core Management Process Owners
Developing & executing action plans for strengthening & streamlining core management processes
Working Groups
As required & determined by project direction
Highlighting opportunities & challenges specific to business lines/functions Implementation in business lines/functions
RISK ASSESSMENT
Serious Modera te
Residual
Inherent
Minor Low
Medium
Likelihood
PB: CCC Performance Management
High
Risk to successfully achieving project objectives Consequences
Consequences
Risk of not going ahead with the project
Serious
Inherent
Residual
Modera te Minor Low
Medium
High
Likelihood
September 30 2008 Page 5 of 7
PB: CCC Performance Management
Version: 1.1
Risks of not going ahead with the PM Project Portfolio include:
Threats to PM Project Portfolio success include:
•
Ongoing struggles to accelerate & achieve current results while at the same time positioning for future success
•
Large number of corporate initiatives already drawing heavily on what is very little discretionary attention
•
•
This will lead to a gradual erosion of the work environment & work/life balance as the workforces tries to cope with the encessity multiple priorities often undertaken across islands of competencies
Limited resource commitment (e.g. time, people, $)
•
Varying levels of expertise and understanding with respect to performance management
•
General resistance to change
KEY SUCCESS FACTORS The following elements are vital for the PM Project Portfolio to meet its objectives:
• • •
•
• • • • • •
Executive management attention and time, particularly that of the VP, Strategy & Organizational Development Empowerment of the Project Director to engage executive management in required discussions, particularly to develop and champion project vision Developing a shared understanding of and commitment to corporate performance management o Accruing understanding of where we are now and where we want to be o What it means at/brings to various levels of the organization Middle & senior management buy-in Workforce disposition to embrace continuous learning as an organization Investment of resources Collaborative maturity Strong project communications and engagement strategies Approaching project as a significant change project Collaborative involvement of corporate management process owners
PROCUREMENT TBD
RESOURCE REQUIREMENTS PB: CCC Performance Management
September 30 2008 Page 6 of 7
PB: CCC Performance Management
Version: 1.1
TBD
CONSULTATIONS TBD
PB: CCC Performance Management
September 30 2008 Page 7 of 7
Last Updated: September 30 2008
PROJECT NAME
CCC Performance Management
PROJECT TYPE
Multi-Year / Entreprise-wide / Change Project
PROJECT DIRECTOR
Catherine Côté-Kirijian
PROJECT SPONSOR Martin Zablocki, VP, Strategy & Organizational Development
MOTIVATION/CONTEXT
•
Performance Management has been identified as a corporate priority moving forward by CCC’s Board of Directors. The Corporation needs to strengthen its capacity to sustain long-term performance excellence to ensure ongoing success in an everchanging environment with ever-changing markets. Organizations today can no longer assume that the capabilities that supported past performance will clinch future performance.
•
Building organizational endurance calls for a greater focus on organizational learning and agility so as to effectively respond to changes, seize opportunities, change directions, avoid collisions, and better anticipate and withstand disruptive change. This is key to thriving in a global environment where accelerated pace of change and complexity are becoming the norm.
•
To achieve ongoing success in the context of this often unpredictable‛ new normal’, CCC needs :
o to strike an appropriate balance between sound management for short-terms results with sound management for future success;
o to shift its approach from islands of competencies to a single integrated framework that simplifies and consolidates CCC’s core management processes.1
•
An integrated high-performance management framework will enable CCC to increase its effectiveness quotient and better meet the ongoing challenge of effectively managing for both short and long-term success while ensuring both the current and future wellbeing of its workforce. It will provide a foundation from which CCC can engage in greater organizational learning, can become more agile in the face of
1 While each of these processes is equally important on its own, their value is maximized and successful strategy execution achieved once their inter-dependencies are recognized and leveraged. Much like a computer hard drive becomes inefficient due to fragmentation, the more fragmented management processes become, the less value they bring to the organization (Rummler-Brach, 2004)
PB: CCC Performance Management
Version: 1.1
continuously changing and often unpredictable business environments. DESCRIPTION
•
This project aims to build on CCC’s current performance management approaches and improve the corporation’s organizational endurance, i.e. its ability to maintain long-term performance excellence, in a deliberate and systematic way.
•
High-level project objectives, outputs and outcomes are as follows: Objectives
Outputs
Outcomes
To increase CCC’s effectiveness as an organization
High performance management framework that:
Improved integration, focus & optimization of effort leading to stronger definition & execution of effective strategies
•
•
is relevant to the size & context of the Corporation reinforces the required level of organizational learning, agility and resilience to ensure both short and long-term success
Stronger understanding & management of the tradeoffs between current priorities & internal continuous improvement activities required to keep pace with changing trends & future success factors Greater stakeholder confidence
To articulate & act upon areas of opportunity/improvement that will accrue CCC’s capacity to define & maintain performance excellence & maximize value for effort
Blueprint for change that identifies how to leverage current strengths, & act on improvement opportunities to close significant gaps
Improved organizational effectiveness & longer-term efficiencies by deriving greater value from core management processes already in place
To cultivate & entrench a high performance-oriented culture across the Corporation
Guiding principles & other internal collateral to promote high performance along with an aligned reward system
Spirit of organizational development & learning Overt behaviours & actions consistent with the defining characteristics of high performance organizations
PROJECT SCOPE PB: CCC Performance Management
September 30 2008 Page 2 of 7
PB: CCC Performance Management Version: 1.1 • The framework must complement the performance regimes of CCC’s key trade portfolio partners, and must also speak loudly to the corporation’s wide range of other stakeholders to further grow their confidence in the corporation.
•
The scope of the PM Project Portfolio will be anchored in elements already in place, concentrating first and foremost on enriching processes & practices that will impact the whole corporation. ZThat being said, it will be equally important to strike the appropriate balance between standardization and value-add flexibility.
•
This project will go far beyond the discipline of performance measurement (assessing progress against pre-determined goals). It is focused on the more comprehensive discipline of performance management that includes effective priority-setting and management of tensions across core, continuous improvement and growth agendas, cascading strategy and accountabilities throughout the organization, gathering and acting on performance intelligence, and regular workforce engagement via strong internal communications.
GENERAL STRATEGY & APPROACH Timelines/Milestone s Initiation Through broad consultations, grasp current understanding around performance management across the corporation. This will help not only clarify current practices but also inform development of tailored engagement strategies Develop a working paper that explores key characteristics of healthy organizations & maps key elements of ‘fit’ organizations. This will facilitate clear definition of the project vision Carry out an organizational competency/capacity assessment aligned with the key characteristic explored via the working paper to identify strengths, improvement opportunities & significant change gaps. This will provide necessary intelligence to make sound decisions around project priorities Planning & Execution Facilitate executive committee discussions to develop a shared understanding of PM, to develop a shared definition of project expectations, look at a range of options, and decide on project vision
PB: CCC Performance Management
September 30 2008 Page 3 of 7
PB: CCC Performance Management
Version: 1.1
Develop & implement a project blueprint that is clearly identifies the critical path, prioritizing improvement opportunities & as per the project vision & impact/effort analysis Design & implement holistic framework with mechanisms & tools that consolidate core management processes & comprises sound principles/practices/ tools for effective performance management (including selection & implementation of a performance management model based on pre-determined criteria) Develop & implement tailored engagement/change management (including communications) strategies to accrue understanding around project purpose & shed light on the necessary cultural shift towards a high performance culture Evaluation & Closure Develop project performance indicators to gauge and monitor progress & project effectiveness Articulate both formative & summative evaluation approaches to engage in as you go lessons learned as well as a final project appraisal to assess delivery of value
PROJECT GOVERNANCE •
The following diagram depicts the project’s governance structure:
CCC Executive Committee Project Steering Committee VP S & OD Project Sponsor
TBD Performance Mgmt Table
Catherine Côté-Kirijian Project Director
TBD Champions
TBD Core Project Team
TBD Working Groups
Membership and accountabilities are as follows:
Project
Membership
Accountabilities
CCC Executive Committee
Shared understanding & commitment to project
PB: CCC Performance Management
September 30 2008 Page 4 of 7
PB: CCC Performance Management
Version: 1.1
Steering Committee
Project Director
vision & objectives High-level decisions regarding project budgets, priorities & schedules, milestones & scope changes Regular project status reviews to monitor & readjust as required by risk & performance indicators
Performanc e Manageme nt Table
Project Director Defence Representative EDM Representative Shared Services Representative
Project advisory, guidance & recommendations, from an enterprise-wide perspective, to assist in the progress of all projects within the PM Project Portfolio
Project Champions
Project Sponsor 1 Director 1 Manager 1 Staff with cross-enterprise representation Project Director
Advocating project benefits with peers & business lines/functions, Assisting project team to identify & navigate challenges
Project Director
Liaison & communication across governance bodies, including regular status reviews to the Project Steering Committee Oversight, management, implementation & evaluation of projects in the PM Project Portfolio
Core Project Team
Project Director Core Management Process Owners
Developing & executing action plans for strengthening & streamlining core management processes
Working Groups
As required & determined by project direction
Highlighting opportunities & challenges specific to business lines/functions Implementation in business lines/functions
RISK ASSESSMENT
Serious Modera te
Residual
Inherent
Minor Low
Medium
Likelihood
PB: CCC Performance Management
High
Risk to successfully achieving project objectives Consequences
Consequences
Risk of not going ahead with the project
Serious
Inherent
Residual
Modera te Minor Low
Medium
High
Likelihood
September 30 2008 Page 5 of 7
PB: CCC Performance Management
Version: 1.1
Risks of not going ahead with the PM Project Portfolio include:
Threats to PM Project Portfolio success include:
•
Ongoing struggles to accelerate & achieve current results while at the same time positioning for future success
•
Large number of corporate initiatives already drawing heavily on what is very little discretionary attention
•
•
This will lead to a gradual erosion of the work environment & work/life balance as the workforces tries to cope with the encessity multiple priorities often undertaken across islands of competencies
Limited resource commitment (e.g. time, people, $)
•
Varying levels of expertise and understanding with respect to performance management
•
General resistance to change
KEY SUCCESS FACTORS The following elements are vital for the PM Project Portfolio to meet its objectives:
• • •
•
• • • • • •
Executive management attention and time, particularly that of the VP, Strategy & Organizational Development Empowerment of the Project Director to engage executive management in required discussions, particularly to develop and champion project vision Developing a shared understanding of and commitment to corporate performance management o Accruing understanding of where we are now and where we want to be o What it means at/brings to various levels of the organization Middle & senior management buy-in Workforce disposition to embrace continuous learning as an organization Investment of resources Collaborative maturity Strong project communications and engagement strategies Approaching project as a significant change project Collaborative involvement of corporate management process owners
PROCUREMENT TBD
RESOURCE REQUIREMENTS PB: CCC Performance Management
September 30 2008 Page 6 of 7
PB: CCC Performance Management
Version: 1.1
TBD
CONSULTATIONS TBD
PB: CCC Performance Management
September 30 2008 Page 7 of 7
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