Visual Management in Procurement Project Performance Hub Guidance V3.0 Use for the duration of Project

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Visual Management in ProcurementProject
Performance Hub Guidance V3.0Use for the
duration of Project
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Content

• Introduction
• 1.1 Background/Overview
• 1.2 Purpose, Objectives and Deliverables
• 1.3 Stakeholders/users
• Project Performance Hub Set Up
• (if using a war room)
• 2.1 A Standard Information Layout
• 2.2 A Standard Room Layout
• Standard Template Guidance People
• 3.1 Team Charter
• 3.2 Team Barometer
• 3.3 Skills Matrix
• 3.4 Team Contacts
• 3.5 Team Meeting Clocks
• 3.6 Team Meeting Agendas Daily and Weekly

• Standard Template Guidance Processes
• 4.1 Project Charter
• 4.2 Stakeholder Map
• 4.3 Comms Plan (internal)
• 4.4 Comms Plan (external)
• 4.5 3C
• 4.6 Risk Log
• 4.7 Success Register
• 4.8 Supplier Relationship Barometer
• 4.9 Project TIP
• 4.10 Daily Tasks
• 4.11 Weekly Planner
• Standard Template Guidance Performance
• 5.1 Supplier Interest Tracker
• 5.2 Supplier De-selection Register
• 5.3 KPIs

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1. Introduction
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1.1 Background/Overview

• Visual Management
• Visual Management is used in a Lean environment
  to make the status and performance of a work area
  immediately obvious, both to those working in the
  process, and to those managing the process. The
  test of good Visual Management is that a visitor
  to the work area should be able to pick up the
  progress and issues in the work area, without
  having to ask.
• This is the Visual Management pack for the
  Project Performance Hub to aid the team in
  managing the project. It is intended to give you
  specific guidance and recommendations on how to
  set up a room or display or a virtual hub and to
  provide a set of Visual Management templates that
  can be used to manage the project. When using
  this pack you should apply your professional
  judgement to decide which templates can usefully
  be deployed and/or customised to meet your needs.
  

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1.1 Background/Overview

• Project Performance Hub
• A performance hub can take a number of forms
  ranging from
• A dedicated war room
• A display board or boards
• A set of shared documents that are reviewed
  electronically by a team over split locations
• The approach that you select is likely to depend
  on
• The scale and nature of the project
• The size and location of the team
• A project performance hub should be established
  during the mobilisation phase (ref SOP 2.2) and
  maintained throughout the duration of the
  project. The hub will consist of a selection of
  the templates outlined in this pack enabling the
  team to apply visual control to drive progress
  and to communicate to key stakeholders what is
  happening and where in the process the project
  is.
• Related Documents
• Value stream map
• Standard template library
• SOP 2.2

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1.2 Purpose, Objectives and Deliverables
Purpose

• The sourcing team is set up for success and all
  associated stakeholders are clear about the
  requirements of the project.

Objectives

• To effectively and visibly monitor and manage the
  procurement
• To highlight potential risks, issues and concerns
  and aid in resolution of these
• To monitor Project KPIs
• To provide information to stakeholders

Deliverables

• A range of documents that set out the what why
  when and how of the project along with key
  performance measures. These documents are live,
  displayed on the walls of a room, on display
  boards or in a shared electronic file store and
  are used inform the content of team meetings and
  communication to key stakeholders.

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1.3 Users
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2. Project Performance Hub A standard room set
upIf you are planning to use a dedicated room
the following is a guide as to how the room could
be set up and how the information could be
structured. The document structure may also apply
to setting up display boards.
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2.1 A Recommended Standard Information Layout
Supplier De-selection Register Standard Template
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2.2 A Recommended Standard Room Layout
Wall Space
Telecon Facilities
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Standard Template Guidance
A set of standard templates has been developed to
help establish a performance hub. When using this
pack you should apply your professional judgement
to decide which templates can usefully be
deployed and/or customised to meet your needs.
Where you have similar documents e.g. corporate
risk register, you can use these instead of the
templates in this pack. This guidance has been
designed to enable the user to attain a good
understanding of how to use, populate and display
the visual management templates, as well as their
benefits, how frequently they could be reviewed
and updated and who might be responsible for the
data.
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3. People related template guidance
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3.1 Team Charter

• Benefits
• Helps the team to get off on the right foot.
• Creates an open and supportive environment.
• Can be useful in the management of confrontation
  conflict should it arise.
• How to use
• Once populated secure on the wall or board or
  save in shared file store.
• Complete a brainstorming session with the team
  asking them to identify the actions and
  behaviours that they will and wont do.
• Complete a round robin to attain that all are
  happy with the actions and behaviours put forward
  by the team.
• Once agreed populate the 4 sections of the
  charter.

1. How we will behave
2. How we wont behave

1. What we will do
2. What we wont do

Users Project lead Project team
Owner Hub data manager
Frequency of review As required
Audience Project team Project SRO Key stakeholders
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3.2 Team Barometer

• Benefits
• Provides a way of managing stressful situations.
• Enables the team to be honest about any negative
  feelings in a safe environment.
• Prompts discussion on issues that need
  management.
• How to use
• Print copy and display or save in shared file
  store.
• Team members to write their initials on 3 sets of
  post it notes or to tag with their initials if
  using electronically.
• Calm How do I feel about the position we are in
  as a team?
• Harmony How do I feel about the dynamics within
  the team
• Control Do I feel that as a team we are in
  control of everything we should and need to be
• Each member of the team selects the ranking that
  best reflects how they are feeling (by sticking
  the initialled post it notes) for each of the 3
  categories

Users Project lead Project team
Owner Hub data manager
Frequency of review At a weekly team meeting
Audience Project SRO Key stakeholders
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3.3 Skills Matrix

• Benefits
• Enables the identification of gaps between
  current and required levels of skills and
  capability of individuals within the team and the
  tracking of capability uplift through the
  project.
• How to use
• Identify a member of the team that is best placed
  to populate the generic fields (12) then
  circulate to the whole team for individual
  completion of field 3.
• Input team members names
• Identify the skill requirements throughout the
  life of the project
• All team to plot their planned and actual level
  for each skill
• Description of skill level in numerical order
• Cells automatically updated based on the planned
  and actual results
• Chart automatically updates to show achievement
  of the plan by level
• Print copy and display or save in shared file
  store.
• 
  

Users Project lead Project team
Audience Project SRO Key stakeholders
Owner Project Lead
Frequency of review Beginning, mid-point end
of project
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3.4 Team Contacts

• Benefits
• Easy reference point for phone numbers, mobiles
  email addresses.
• How to use
• Populate each field for each member of the team
• Input team members names
• Input individual roles within the project
• Input landline telephone number
• Input mobile number
• Input email address
• Print copy and display or save in shared file
  store.
• 
  

Owner Hub data manager
Users Project SRO Project lead Project team Key
stakeholders
Frequency of review Review if there are changes
to the team throughout the life of the project
Audience Key stakeholders Contract manager Reps
from the business
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3.5 Team Meeting Clocks

• Benefits
• If using a dedicated room or display boards
  serves as a visual reminder and can inform
  stakeholders when the team is likely to be
  unavailable.
• How to use
• Print and display
• Set the time that the daily meeting is held
• Set the time that the weekly team meeting is held
  and include the day
• 
  

1. Daily Meeting
2. Weekly Meeting

Users Project SRO Project team Key stakeholders
Owner Hub data manager
Audience Key stakeholders Contract Manager Reps
from the business
Frequency of review Reviewed if changes are made
to the meeting time/day
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3.6 Daily Team Meeting Agenda

• Benefits
• Serves as a reminder of what needs to be covered
  in daily meetings/catch ups.
• Enables others to join meetings easily and to
  understand the format.
• How to use
• Print copy and display or save in shared file
  store.
• Input the location of the daily meetings i.e.
  Project performance hub/telecon details
• Input the timing of the meeting
• Standard agenda items to be discussed
• Who should attend the meeting
• Identify who will be inputting to the meeting
  content
• Meeting rules including the behaviours that
  everyone should adhere to.
• Documents to be reviewed during the meetings
• 
  

1. 3 Cs
2. Risks
3. Capture success

1. Resources (via the tip)
2. Stakeholder meetings confirm and add where
   applicable
3. Daily tasks by exception

Audience Project SRO Key stakeholders
Owner To be agreed on a weekly basis
Users Project lead Project team
Frequency of review Daily
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3.6 Weekly Team Meeting Agenda

• Benefits
• Serves as a reminder of what needs to be covered
  in daily meetings/catch ups.
• Enables others to join meetings easily and to
  understand the format.
• How to use
• Print copy and display or save in shared file
  store.
• Input the location of the weekly meetings i.e.
  Project performance hub
• Input the timing of the meeting
• Standard agenda items to be discussed
• Who should attend the meeting
• Identify who will be inputting to the meeting
  content
• Meeting rules including the behaviours that
  everyone should adhere to.
• Documents be updated prior to the meeting for
  review

1. Team Barometer
2. Skills Matrix
3. TIP

1. Comms. plan
2. Supplier Barometer
3. 3 Cs

• Risks
• Supplier
• Interest tracker
• KPIs

Owner To be agreed on a weekly basis
Users Project lead Project team
Audience Project SRO Key stakeholders
Frequency of review Weekly meetings
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4. Process
To ensure successful delivery of the project the
objectives, scope and deliverables have to be
expressed succinctly. To deliver these, frequent
and regular reviews of progress and potential
barriers are required.
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4.1 Project Charter

• Benefits
• Helps define the purpose of the team, how it will
  work, and what the expected outcomes are.
• Helps to make sure that the team are clear about
  where they are heading and provides a reference
  point when difficulties arise.
• How to use
• Populate the following areas of the charter at
  the beginning of the project to define the
  project governance
• Set out the objectives for the project
• Set out the deliverables and milestones that the
  project should achieve
• Insert a copy of the project plan
• Outline the scope of the project
• Identify the benefits that you are looking to
  achieve and how you will measure them
• List all of the projects key stakeholders
• Outline what is out of scope for the project
• Identify what you will need to achieve the
  success of the project
• Identify who will be working on the project and
  whether full time or part time
• Obtain approval from SRO and key stakeholders
• Print approved charter and display or save in
  shared file store.

Users Project SRO Project Team Key stakeholders
Owner Hub data manager
Audience Key stakeholders
Frequency of review If there is a change in scope
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4.2 Stakeholder Map

• Benefits
• Helps to capture the interests of all
  stakeholders, who may affect or be affected by
  the project
• Can identify potential issues that could disrupt
  the project
• Enables identification of groups that should be
  encouraged to participate in different stages of
  the project
• Aids communication planning stakeholder
  management
• Helps identify ways to reduce potential negative
  impacts manage negative stakeholders
• How to use
• Create the stakeholder map at the start of the
  project, with the project team members.
• Using post-it notes brainstorm the stakeholders
  that are likely to be effected by/ interested in
  the project.
• Group those stakeholders into the area of the
  business they represent.
• On a flip chart, place those stakeholders, in
  terms of seniority or influence over project
  (whichever is most relevant) with the most
  senior/ influential towards the centre
• Mark on the Post it, whether they should be
  consulted before changes are made, or whether
  they need to be informed of changes this will
  inform the comms plan.
• Use the map as a starting point for documenting
  the necessary communications, on the comms plan.
• Review the map as required, during project
  progression, in case changing circumstances
  require other stakeholders to be considered.
• 
  

Stakeholder Area 2
Stakeholder Area 1
Stakeholder Area 3
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Jo Bloggs I
Stakeholder Area 4
Users Project Team
Owner Hub data manager
Audience Project SRO Comms team
Frequency of review At project initiation, then
as required.
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4.3 Communications Plan - Internal

• Benefits
• Helps the team to set priorities ensure all
  stakeholders receive key messages.
• How to use
• Create the communications plan for those people
  within the project structure. These people are
  likely to be project team members/ those
  reviewing project progress.
• From the stakeholder map, identify the people who
  you wish to communicate to/ with, through the
  process of the project. You may be able to group
  stakeholders or create generic names, where they
  are a group of people e.g. Project team.
• Complete the What, describing the nature of the
  content e.g. Status of project against plan.
• Describe the reason for the communication
• Describe who is going to be responsible for the
  communication
• Describe the method of communication e.g. Face to
  Face/ Teleconference
• Where the communication is face to face, describe
  the location.
• In the when column, input both the timing of the
  communication, and the frequency.

Users Project Team
Owner Hub data manager
Frequency of review At project initiation, then
as required.
Audience Project SRO Comms team
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4.4 Communications Plan - External

• Benefits
• Helps the team to set priorities ensure all
  stakeholders receive key messages.
• How to use
• Create the communications plan for those people,
  outside of the project structure, you wish to
  inform of progress, and those you need to consult
  at key stages.
• From the stakeholder map, identify the people who
  you wish to communicate to/ with, through the
  process of the project. You may be able to group
  stakeholders who will require similar levels of
  communication.
• Complete the What, describing the nature of the
  content e.g. Status of project against plan.
• Describe the reason for the communication
• Describe who is going to be responsible for the
  communication
• Describe the method of communication e.g. Face to
  Face/ Teleconference
• Where the communication is face to face, describe
  the location.
• In the when column, input both the timing of the
  communication, and the frequency.

Owner Hub data manager
Audience Project SRO Comms team
Users Project Team
Frequency of review At project initiation, then
as required
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4.5 3Cs

• Benefits
• Enables the monitoring and control of project
  issues.
• How to use
• Print copy and display or save in shared file
  store.

1. Insert the date that the concern was raised
2. Highlight the concern
3. Include the cause for the concern
4. Highlight the countermeasure for the concern

1. Who is responsible
2. Date for review
3. Status of the concern

Owner Hub data manager
Frequency of review Daily at meeting
Users Project team
Audience Project lead Project SRO
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4.6 Risk Log

• Benefits
• Enables the monitoring and control of project
  issues.
• How to use
• Print copy and display or save in shared file
  store.
• Record risks in numerical order
• Record who raised the risk
• Record the date the risk was raised
• Record succinct description of the risk
• Record the score of the risk by using the matrix
  (see appendix)
• Record a succinct description of the impact of
  the risk
• Record the action required to prevent the risk
  from becoming an issue
• Identify who is responsible for owning the risk
• Record when the risk needs to be reviewed
• Record the status of the risk i.e. Open or closed

Audience Project SRO Key stakeholders
Owner Hub data manager
Users Project lead Project team
Frequency of review At the daily team meeting
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4.7 Success Register

• Benefits
• Documents positive feedback can help to capture
  best practice and learning.
• Can be used to record success for team
  motivation, upwards reporting and communication
  to stakeholders.
• How to use
• During the daily and weekly meeting, record any
  success that have been achieved, including quotes
  from stakeholders.

• The nature of the success may lend itself to best
  practice, that people, outside of the immediate
  team may benefit from. If this is the case,
  record the action required to share this.

• Where step 3 is applicable, record as open, until
  the best practice has been shared, then mark as
  closed. Where 3 is not applicable, marked as
  closed, when the success is registered

• Record the date that the success was registered
• Describe the nature of the success

Owner Hub data manager
Users Project lead Project team
Frequency of review As and when successes arise,
also during daily/ weekly meetings
Audience Key stakeholders Project SRO
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4.8 Supplier Relationship Barometer

• Benefits
• Where involved in dialogue with suppliers/bidders
  this helps to stimulate discussion on the
  progress of the dialogue sessions.
• How to use
• This template is a display template rather than
  an electronic template.
• Print and display for each supplier attending the
  Dialogue Boot Camp
• Display each one in the Project Performance Hub
  after Dialogue boot camp
• Print 3 sets of starbursts with the suppliers
  name for each of the suppliers participating in
  dialogue
• After each dialogue session has been completed a
  member of the project team (involved in the
  dialogue) selects the ranking that best reflects
  the supplier throughout the session (by placing
  the starburst)for each of the 3 categories
• Openness Shows trust in sharing information
  which could be deemed as sensitive. Willing to
  build on alternative approach/suggestions. Open
  in their logic about the approach
• Responsiveness Quick and effectively responds to
  requests
• Quality of Dialogue Having an even balance of
  creating ideas and suggestions, building upon the
  suggestions, exploring pitfalls of suggestions
  and facilitation of the conversation

Owner Hub data manager
Users Project lead Project team
Audience Project SRO Key stakeholders
Frequency of review On a weekly basis
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4.9 Team Implementation Plan - TIP

• Benefits
• Enables easy identification on what is on track
  or off track enabling the team to identify a
  recovery plan.
• How to use
• Populate the following areas of the TIP at the
  beginning of the project, print copy and secure
  to the wall or save in shared file store.
• Add names of the team that will be using the TIP
• Identify dates when the team are not available by
  marking the relevant box red
• Identify each activity required to complete the
  project
• Include the actions/tasks required for each
  activity shading in the timeline grid
• Assign who will lead the action, who will be
  supporting the lead and when it will be reviewed
• Identify the status of the action
• Review progress against actions using a red
  timeline and identify whether you are on track
  (vertical line) behind schedule (back spike)
  ahead of schedule (forward spike)
• Discuss reason for back spike, capture
  countermeasure and assign owner
• 
  
• 
  

Audience Project SRO Key stakeholders
Owner Hub data manager
Users Project lead Project team
Frequency of review Weekly at the team meeting
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4.10 Daily tasks

• Benefits
• Helps the team to drive the project forward on a
  daily basis.
• How to use
• Template to be drawn on flip chart paper at the
  beginning of every week or created electronically
  at the beginning of the project and saved in the
  shared file store.
• Write succinct description of the task required
• Use initials to identify the team member that
  will complete the task
• Identify what day the task will be carried
  out/completed (see 4 for details)
• Use the following symbols to identify when a
  task should be completed and the progress being
  made
• Blank circle Task is due
• Green circle Task is completed on time
• Red circle Task not completed
• When a task has not been completed on time review
  with the owner and add a blank circle on the
  day(s) that it will be completed using an arrow
  to show that the task will be completed later in
  the week.

Owner Daily meeting chair
Users Project lead Project team
Audience Project SRO Key stakeholders
Frequency of review Daily meeting
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4.11 Weekly Planner

• Benefits
• Helps the team to see which stakeholder meetings
  are taking place and where.
• How to use
• Template to be drawn on flip chart paper and
  fixed to the wall or created electronically at
  the beginning of the project and saved in the
  shared file store.
• As a team, identify on a weekly basis all planned
  meetings
• Either fill out electronically or using a post it
  note for each visit/meeting record the follow
  details and affix the post it note to the
  relevant day
• Who
• Where
• Team reps
• Time

A-nother Building x Team reps 1100
A-nother Building x Team reps 1100
A-nother Building x Team reps 1100
A-nother Building x Team reps 1100
Owner Daily meeting chair
Users Project lead Project team
Audience Project SRO Key stakeholders
Frequency of review Daily meeting
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5. Performance
To achieve the required business impact it is
important that we understand our measures of
success, know how we are performing against these
and can understand the reasons for any variation
in performance.
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5.1 Overall Supplier Interest Tracker

• Benefits
• Provides an easy way of tracking the number of
  suppliers in the process.
• How to use
• Input details as follows
• No of Suppliers in Process at Industry Boot Camp
• No of Suppliers that respond to OJEU Notice
• No of Suppliers that are invited to participate
  in Dialogue or to tender
• No of Suppliers in Dialogue Boot Camp Week 1
  (Competitive Dialogue (CD))
• No of Suppliers in Dialogue Boot Camp Week 2 (CD)
• No of Suppliers in Dialogue Boot Camp Week 3 (CD)
• No of Suppliers in Dialogue Boot Camp Week 4 (CD)
• No of Suppliers in Dialogue Boot Camp Week 5 (CD)
• No of Suppliers in Dialogue Boot Camp Week 6 (CD)
• No of Suppliers that submit BAFO (CD)
• Successful Supplier(s) chosen
• Either save electronically or print at each
  update and display on hub to track the reduction
  in number of suppliers in the process.
• The bar chart will automatically be populated
  from the data input into the template.

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Owner Performance manager
Audience Key stakeholders Procurement manager
Users Project team
Frequency of review At end of each de-selection
phase
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5.2 Supplier De-Selection Register
3
Owner Nominated team member
Users Project team

• Benefits
• An easy reference point for Project SRO and other
  selected stakeholders.
• Note Commercially confidential information
• How to use
• Print a blank version and display the template in
  the project room or create electronically save
  in the shared file store.
• Areas should be populated as follows

Audience Project SRO Key stakeholders
Frequency of review As and when required
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• Supplier name
• Date supplier deselected
• Note whether the supplier self deselected or were
  deselected by the evaluation team
• Note the reason the supplier was deselected

• Note any follow up action required by the
  Procurement Team
• Note whether this follow up action is ongoing
  (open) or completed (closed).

UNCLASSIFIED
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5.3 Key Performance Indicators

• Benefits
• A visible way of tracking performance against key
  indicators identified at the outset of the
  project.
• How to use
• Refer to the Lean Procurement Project Key
  Performance Indicators pack and the KPI
  calculator.
• Use your own KPIs for display if using a
  dedicated room or display boards.

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Users Project team
Audience Key stakeholders Contract Manager
Owner Performance manager
Frequency of review At end of stage of the
sourcing process or when a quality assurance
review takes place