Charters Effective Group Working Core Level Transformation Consulting

Charters Effective Group Working “Core” Level Transformation Consulting

The objectives of this session By the end of this session you will: Know what a charter is – if you didn’t already! Objectives Understand why, how and when they are used Have been shown a charter template for us to use as standard © 2004 Capgemini - All rights reserved Effective Group Working – “Core” Level – Charters 2 Transformation Consulting

Charters explain why organisations or teams exist United Nations Charter European Charter of Human Rights Freedom Charter of South Africa GNER Passenger Charter BBC TV Charter We use charters on projects and internally too! © 2004 Capgemini - All rights reserved Effective Group Working – “Core” Level – Charters 3 Transformation Consulting

Charters are used to provide a Terms of Reference to agree and gain buy-in They are generally used when starting a new activity They may be used in many different situations: To launch a new project or work-stream within a project To set up a new team To clarify purpose of an existing team To agree a way forward for new pieces of work – no matter what size To outline how you will approach a given performance challenge Communications tool They can also be contractual Using charters with clients and on internal projects provides a simple and common framework to launch and gain buy-in. © 2004 Capgemini - All rights reserved Effective Group Working – “Core” Level – Charters 4 Transformation Consulting

Charters provide focus and direction Objectives Deliverables Key activities Who to involve In scope Out of scope Critical factors for success • The specific objectives of the project, work or team (in bullet form) • Should be action oriented - begin with “to” • Should be SMART and articulated so that any member of the team can use them to describe what the new activity is • Tangible outputs that will be produced • In producing them, objectives should be met • The charter owner(s) is accountable for their timely production • Tasks and activities required to be able to produce the deliverables and meet the objectives • People who are involved directly with the work/team (A’s and R’s) • Those that need to be consulted in order to meet objectives or avoid blockage • Those from whom support is required (I. e. a steering group/sponsor) • Consider all those you need to involve (irrespective of function/grade etc) • What you are going to include • Can help to avoid scope creep • Used to prevent certain issues from being considered as part of the activity • It is often more important to document and get agreement on this one • Can help to avoid scope creep • What you need in place in order to guarantee you are able to meet the objectives • Can use this to add in any assumptions you are making The charter provides a blueprint for success. It should be agreed up front and re-visited at regular intervals as a means to measure success. © 2004 Capgemini - All rights reserved Effective Group Working – “Core” Level – Charters 5 Transformation Consulting

Building a charter should be a collaborative experience Key stakeholders should be involved to ensure correct content The development process should lead to buy-in Workshops are ideal forums Effective group working skills enable desired outputs to be achieved Effective meeting management Facilitation RACI Plan – Do - Review The process of building a charter and the content it contains are the critical factors for success. © 2004 Capgemini - All rights reserved Effective Group Working – “Core” Level – Charters 6 Transformation Consulting

There is a standard charter template we should be using Who to involve Deliverables Objective In scope Critical factors for success • To……. . • X • To……. . • Y • To……. . • Z Activities Out of scope • X • Y • Z © 2004 Capgemini - All rights reserved Effective Group Working – “Core” Level – Charters • X • Z 7 Transformation Consulting

This is an example charter produced for a short piece of client work Developing an approach to Global Business Transformation Objective Deliverables • To develop a conceptual approach to business transformation for the BIGS programme that can be rolled out to the regions for implementation • BIGS conceptual change approach document – recommendations on how to approach implementation of change associated with BIGS • (Where possible), to align approach with existing X transformation methodology • • To provide specific support as required to the “Matching User profiles to Functional roles/tiers” piece being led by Vicki P. Activities • Conduct initial interviews with named people to understand context for change Who to involve NB: Initial list. More may emerge • Alison V – comms • Martine G – Fuel (BIGS Academy) • Martin H – Business Analyst 8 • Access to relevant documentation/back ground to BIGS • Asia Pacific • Access to information on X transformation methodologies • Ian M – Business Engagements/value • Vicky T • Mark B – Programme Director • Isabel K Critical Success Factors • Core programme team • Janine C – BP L&O • T Jay – As. Pac Regional • Review existing X change Project Mngr management approaches to ensure consistency – • Richard L – RFE (SC) contact Janine C and review • Hum K K – RFE (S&M) content on XIntranet • Liase with Vicki P to provide • Vincent L – (for input on Alice – global support for User profile programme director work as required (Transformation) • Develop high level approach document © 2004 Capgemini - All rights reserved Effective Group Working – “Core” Level – Charters Scope Out of Scope • Access to and availability of the named people to involve • Availability of Vicki P and Mark B for consultation and • All other point checks regions (but throughout and for approach will hand over on Thurs be 22 nd January 2004 transferable to them) Transformation Consulting

And one that our clients have developed themselves Objectives Deliverables Who to Involve In-Scope Critical Factors for Success Derby Quick Win Team 1 aims to: • Process map of ‘As-Is’ • Mick Millership (Accountable) • Maintenance response • Commitment from the CIT • Improve allocation • Process map of ‘To-Be’ • Chris Abbiss (Responsible) • On-call for Derby area • Commitment from the Steering Group • Improve the • RACI for roles and • Steve Duffy, Transport Manager (Consulted) of vans condition of vans including maintenance situation responsibilities in the process, including maintenance) • Improve the equipment held in vans Activities • Communicate with Steering • Improve response • • Improve • • • Ensure the correct • • times coordination of resources vehicle is available to carry out the Job • • © 2004 Capgemini - All rights reserved Effective Group Working – “Core” Level – Charters Group. Book meetings (to include location and attendees) Produce a RACI Produce a list of vans/ and there capabilities and equipment per van Define measures for success Produce process maps (‘As. Is’ and ‘To-Be’) Clarify with Steering Grp as to ability of CIT to influence Vehicle Fleet. To enable it to be included in scope of this QWT Check needs for hands-free kits in all vehicles 9 • Dedication from the core CIT • Sticking to Golden time • Ops Centre (Consulted) • Other CIT members Out of Scope • Leicester and Bedford • Information available for vans, tools, on-call rosters, etc. • Follow the Problem Solving/Team Building process Transformation Consulting

A charter is a simple and effective tool that we should all be using Is simple and quick to build! Clarifies understanding of the task in hand – for you, your team, your client/sponsor Is a good communication tool Provides a measure of success – re-visit it regularly and on completion of the activity The charter is an excellent tool for use with clients and internally! © 2004 Capgemini - All rights reserved Effective Group Working – “Core” Level – Charters 10 Transformation Consulting

3 things to remember 1. A charter is a summary document and an excellent communications tool 2. Charter should be reviewed regularly and not filed away out of sight 3. A charter provides terms of reference for a team © 2004 Capgemini - All rights reserved Effective Group Working – “Core” Level – Charters 11 Transformation Consulting

Preparing for the session © 2004 Capgemini - All rights reserved Effective Group Working – “Core” Level – Charters 12 Transformation Consulting

Things you need to deliver this session Handouts of the example charters OR A 0 versions of the example charters Examples © 2004 Capgemini - All rights reserved Effective Group Working – “Core” Level – Charters 13 Transformation Consulting

Sample Charter © 2004 Capgemini - All rights reserved Effective Group Working – “Core” Level – Charters 14 Transformation Consulting

“Effective Group Working” Charter Issues The Team • There is demonstrable inconsistency of consultant behaviours in our ways of working with clients and across multi-service project teams. (no standard CGE&Y way of consulting) • We’re failing to realise the full value of offer from the huge range of tools and techniques we have as an organisation • Our overall approach and level of consistency is inadequate and we fail to deliver maximum value through our joint teams • Some basic skill sets have not been refreshed over the past 2 -3 years Objectives • To introduce common ways of Effective Group Working across TC, helping to create a “TC Way” on projects and ensuring consistency with wider CS Core Skills training (for multi-service project teams) • To plan and roll out Effective Group Working (EGW) training across TC – with focus on “Core” and “Practitioner” level training in 2004. (incorporating Continuous Improvement) • To ensure that EGW practises are embedded into project life and support our “Collaborative Business Experience” with clients (on TC led projects) • To ensure that we have a cohesive approach to our people development that is aligned to our PDP process and supported by communications © 2004 Capgemini - All rights reserved Effective Group Working – “Core” Level – Charters 15 • Penny Stocks (VP Sponsor) • Helen Mooraj – Project Manager (3 days per week) • Jeff Lennox & Nigel Edwards (TC EGW sponsors) • Noshaba Khan – (Team member) Key Dependencies • Leadership team support for training days (impact on utilisation) • Availability of trainers/facilitators per roll out plan • Support from TC Project leads to embed the ways of working on project Scope Critical Success Factors • Whole of TC (Refresher training for CDC who have done CSW) • Roll Out EGW “Core Level” & “Practitioner Level” training across TC this year. • Embedding process to be established on TC led projects • Define “Expert Training” • Share lessons learned with other TC Capability networks • Engage people across TC (train-the-trainer approach, TC Project leads, support network) • TC Leadership support • Trainer/Facilitator availability • Use of Innovate to speed up the materials development & create consistency of message and input from trainers, VP’s and EC’s • Access to materials from CS Core Skills & CSW training to ensure consistency • Resource to support logistics of rollout • Training and embedding activities to be supported by PDP process for recognition and compliance • CBE offer defined so that key messages/links can be incorporated Key Delivs & Milestones • Charter, stream plans, materials assessment & development approach (26 th March) • “Core” Roll Out Plan (5 th April) • Embedding on project process & plan defined (May 2004) • Finalised “Core” training materials (10 th May). After T-T-T & VP sign off • “Refresher” training planning (31 st May) • “Practitioner” roll out plan (31 st May). Final Materials sign off (28 th June) Measures • No of TC people trained in EGW • Feedback from attendees • No of TC led projects using EGW techniques on projects Transformation Consulting