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Engagement Schedules
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Schedule is another area that requires modification Entire engagement schedules are sometimes built for very strange reasons For example, we have seen many engagements of $10 million or more built around the vacation schedule of a key sponsor While the sponsor is important, this may not be a prudent driver for the 100 or so other project resources who may have to battle at night or on weekends to make the date Aside from the unfairness, such a situation also tends to result in lower deliverable quality Establish an engagement schedule by milestones and include explanations of why a date is important, along with a go/no-go decision date for each milestone and the criteria for making the decision Also, identify the client and consulting resources who will make the decision Doing this before any billable work has started on an engagement is a good time to establish less politically charged milestone dates from the perspective of the consulting group The engagement team has not made any mistakes yet and so is free to argue objective dates that make sense based on work effort Once the project starts, any changes to the delivery date, no matter how justified, will be significantly more difficult to argue without appearing defensive and without paying some sort of financial penalty Don t confuse objectivity with knowledge The dates selected at this time may be done objectively, but without enough detailed knowledge to make good choices This is where the go/no-go dates come into play These dates should be established with the client up front to allow for a meaningful evaluation of the state of the engagement, with a provision to adjust the milestone date Be clear on the factors that will allow the decision to be madeFor,example,if x test cases have not been successfully completed, the milestone date will be shifted y weeks, with another
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go/no-go decision on date z It is also ideal to arrange a financial agreement at this time that specifies how the additional time will be funded, by whom, and under what circumstances
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Build a client organization chart and identify all key sign-off points and project sponsor points Get contact information for each client member Get the sponsor to send out an appropriate message introducing you You can actually draft it and have the client sponsor send it under his or her name e-mail works fine You also need to ensure the availability of key client resources for reviewing and signing off on documents in a timely manner based on the established milestone dates Some of the groups whose time you need to reserve include the following: Client sponsors Business users Information technology (operations, managers, security, database) Executive assistants
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Another key area to establish expectations involves knowledge transfer, specifically mentoring and training What are you expected to do in terms of teaching some of the resources to support the initiative after the project is done What sort of knowledge transfer is expected If a lot of knowledge is expected, you will need to add staff Except in hands-on cases, transferring knowledge requires practitioner time that must be drawn away from engagement work
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Include the information gathered in this phase in the engagement charter, and get a formal client sign-off, or include this material in the appendix of a signed legal document While investment in the sales cycle is a generally accepted expense, as soon as the delivery team gets involved, executive management has no appetite for misunderstandings Without this signature, you have no defense against future misunderstandings
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Pre-Engagement Activities
Engagement Operations
Engagement operations are a subset of practice operations In most cases, operations, procedures, and tools should already exist to support an engagement The goal of this activity is to ensure that the processes are actually being invoked The following sections discuss some key engagement operations that need to be considered and potentially launched in this phase
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