Engagement Manager Handbook

The Engagement
Managers Handbook
This handbook is a complement to the DELIVER Unifed
Project Management method. It provides a unique snapshot
of all method streams and activities, including numerous
practical tips consolidated from actual Capgemini best
practices used to deliver successful projects.
Unied Project Management
DELIVER
TM
C
h
a
n
g
e

C
o
n
t
r
o
l

K
n
o
w
l
e
d
g
e

M
a
n
a
g
e
m
e
n
t
P
r
o
j
e
c
t

G
o
v
e
r
n
a
n
c
e
S
u
p
p
l
i
e
r

&

P
r
o
c
u
r
e
m
e
n
t

M
a
n
a
g
e
m
e
n
t
C
o
m
m
u
n
i
c
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
C
o
n
g
u
r
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e

M
a
n
a
g
e
m
e
n
t
Q
u
a
l
i
t
y

M
a
n
a
g
e
m
e
n
t
C
l
i
e
n
t

R
e
l
a
t
i
o
n
s
h
i
p
M
a
n
a
g
e
m
e
n
t
I
s
s
u
e

M
a
n
a
g
e
m
e
n
t
R
i
s
k

M
a
n
a
g
e
m
e
n
t
S
c
o
p
e

&

R
e
q
u
i
r
e
m
e
n
t
s
M
a
n
a
g
e
m
e
n
t
R
e
s
o
u
r
c
e

M
a
n
a
g
e
m
e
n
t
P
l
a
n
n
i
n
g

&

F
i
n
a
n
c
i
a
l

M
a
n
a
g
e
m
e
n
t
Table of contents
Introduction 3
Stream 01 Project Governance 7
Stream 02 Planning and Financial Management 23
Stream 03 Resource Management 41
Stream 04 Scope and Requirements Management 57
Stream 05 Change Control 67
Stream 06 Risk Management 79
Stream 07 Issue Management 93
Stream 08 Client Relationship Management 105
Stream 09 Supplier and Procurement Management 119
Stream 10 Communication Management 135
Stream 11 Infrastructure Management 147
Stream 12 Confguration Management 161
Stream 13 Quality Management 173
Stream 14 Knowledge Management 185
3
Why this Handbook?
The Engagement Managers Handbook
is a detailed introduction to the
Unied Project Management method
(UPM), which is consistently
applied throughout Capgemini. The
handbook is primarily intended for
Capgemini engagement managers. It
should reinforce the Capgemini way
of managing projects and increase
the awareness of the engagement
managers responsibilities, especially
when delivering large, complex
projects.
Young engagement managers, or
engagement managers who have
recently joined Capgemini, will nd
here a summary of all the aspects an
engagement manager has to deal with
on a project. Experienced engagement
managers can use this handbook
as a reminder checklist, and as a
communication tool when interacting
with their stakeholders and teams.
Finally, this handbook can also be
used to introduce Capgemini clients,
partners and suppliers to the Unied
Project Management method used by
Capgemini engagement managers and
project teams world-wide.
Structure of the Handbook
Though the on-line version of the
Unied Project Management method
provides a broad range of navigation
possibilities, this is obviously
difcult to reect in a document.
As a consequence, this handbook is
structured along the UPM streams.
These streams run through the method
across the various phases, and allow
the engagement manager to focus on
different sets of activities that deal
with specic topics or functional areas
found within a project. The UPM
phases and streams are depicted in
the diagram above.
The handbook therefore contains
14 sections, one for each of the
UPM streams. Each section can be
viewed almost as an independent
booklet, including:

an overview of the stream

a description of all activities
within the stream (objectives,
key steps, tips for success)

a description of the Capgemini
group mandated tools
supporting the stream

general guidelines for successful
operation of the stream on a project

a summary of the roles and
responsibilities involved

an explanation of the relationships
between the stream and other
UPM streams.
Navigating the Handbook
The following pages contain a number
of tables showing how UPM activities
relate to phases, streams and events.
The rst table (pages 4-5) lists all
UPM activities in their respective
streams and phases. Some activities are
displayed in two phases, since they can
potentially be carried out at different
points in time during the project.

UPM content can also be browsed
through a number of predened
events. When any of these events
occurs, the engagement manager can
simply review the activities triggered
by the event and decide on the
appropriate ones to respond to the
specic event. A number of common
project events have been listed in a
second table (page 6).
Introduction
01 Project Governance
02 Planning & Financial Management
03 Resource Management
04 Scope & Requirements Management
05 Change Control
06 Risk Management
07 Issue Managemen
08 Client Relationship Management
09 Supplier & Procurement Management
10 Communication Management
11 Infrastructure Management
12 Conguration Management
13 Quality Management
14 Knowledge Management
S
t
a
r
t
-
U
p
E
x
e
c
u
t
i
o
n
C
l
o
s
e
-
D
o
w
n
01 Project
Governance
02 Planning
& Financial
Management
03 Resource
Management
04 Scope &
Requirements
Management
05 Change
Control
06 Risk
Management
07 Issue
Management

01.04 Defne Client Acceptance
01.08 Manage Project Actions
01.09 Manage Project
01.10 Update Project
Governance Plan
01.11 Perform Monthly Project
Status Review
01.12 Obtain Client Sign-Off for
Deliverables
02.02 Review and Refne Estimates
02.04 Track Project Progress and
Financials
02.05 Report Project Plan Status
and Financial Status
02.06 Update Project Plan, Budget
and Forecast
02.07 Raise and Track
Client Invoices
02.08 Process Supplier and
Procurement Invoices
03.02 Acquire Team Members
03.03 Assign Team Members
03.04 Review Task Allocation
03.05 Conduct Team Member
On-Boarding
03.06 Optimise Team Performance
Release
03.08 Assess Changes To Team
04.02 Agree Detailed Requirements
04.03 Manage Requirements
05.02 Identify, Assess and Approve
Changes
05.03 Manage Changes
06.02 Identify and Assess Risks
06.03 Manage Risks
07.02 Identify And Assess Issues
07.03 Manage Issues
01.13 Prepare for Governance
Handover
01.14 Obtain Final Client
Acceptance
01.15 Complete Governance
01.16 Review End of Project
02.07 Raise and Track Client
Invoices
02.08 Process Supplier and
02.09 Complete Planning and
Financial Management
Release
03.09 Complete Resource
Management
04.04 Complete Scope
and Requirements
Management
05.04 Complete Change
Control
06.04 Complete Risk
Management
07.04 Complete Issue
Management
01.01 Conduct Project
Familiarisation
01.02 Confrm Project Approach
01.03 Confrm Project Feasibility
01.05 Establish Governance
01.06 Produce Project
Governance Plan
01.07 Confrm Project
Start-Up Complete
02.01 Initiate Planning and
02.02 Review and Refne Estimates
02.03 Produce Baseline Project
Plan and Forecast

03.01 Initiate Resource
Management
On-Boarding
04.01 Initiate Scope and
Requirements Management
04.02 Agree Detailed
Requirements
05.01 Initiate Change Control
06.01 Initiate Risk Management
07.01 Initiate Issue Management
Start-Up Execution Close-Down
The Engagement Managers Handbook 4
UPM Phases / Streams / Activities
S
t
r
e
a
m
s
Phases
All activity names in this table are hyperlinks.
Click on an activity to go directly to the detailed information related to that activity in the handbook.
08 Client
Relationship
Management
09 Supplier &
Procurement
Management
10
Communication
Management
11
Infrastructure
Management
12
Conguration
Management
13 Quality
Management
14 Knowledge
Management
08.04 Maintain Client Relationships
08.05 Monitor Client Satisfaction
09.05 Undertake Procurement
09.06 Manage Suppliers
09.07 Process Supplier
Communication
09.08 Review and Approve Supplier
Deliverable
09.09 Accept Procurement Item
09.10 Conduct Supplier
Audit/Review
10.02 Communicate Project
Progress
10.03 Monitor Communication
11.04 Review Project Infrastructure
12.02 Manage Confguration
12.03 Maintain Confguration
Integrity
12.04 Audit Confguration
Management System
13.02 Conduct Project Compliance
Check
13.03 Monitor Achievement of
Quality Objectives
13.04 Review Project Deliverable
13.05 Conduct Project Review
13.06 Undertake Project Audit
Close-Down
14.02 Monitor Knowledge Benefts
14.03 Manage Knowledge
08.06 Complete Client
Relationship
Management
09.11 Complete Supplier
and Procurement
Management
10.04 Complete
Communication
Management
11.05 Complete Infrastructure
Management
12.05 Complete Confguration
Management
13.07 Complete Quality
Management
14.04 Complete Knowledge
Management
08.01 Initiate Client Relationship
Management
08.02 Develop Client Understanding
08.03 Facilitate Client Kick-Off
09.01 Initiate Procurement
Management
09.02 Initiate Supplier Management
09.03 Evaluate Suppliers
09.04 Establish Supplier Agreements
10.01 Initiate Communication
Management
11.01 Initiate Infrastructure
Management
11.02 Set Up Project Management
Environment
11.03 Set Up Team Delivery
Environment
12.01 Initiate Confguration
Management
13.01 Initiate Quality Control
Compliance Check
14.01 Initiate Knowledge
Management
Start-Up Execution Close-Down
5
S
t
r
e
a
m
s
Phases
UPM Events / Activities
6 The Engagement Managers Handbook
End Of Week Start Of Delivery Phase Or Iteration
06.03 Manage Risks
07.03 Manage Issues
02.04 Track Project Progress And Financials
02.05 Report Project Plan Status And Financial Status
02.06 Update Project Plan, Budget and Forecast
End Of Month
03.06 Optimise Team Performance
08.04 Maintain Client Relationships
08.05 Monitor Client Satisfaction
13.03 Monitor Achievement Of Quality Objectives
14.03 Monitor Knowledge Sharing
01.10 Update Project Governance Plan
01.11 Perform Monthly Project Status Review
10.02 Communicate Project Progress
Project Issue Identied
07.02 Identify And Assess Issues
02.02 Review And Refne Estimates
14.02 Manage Knowledge Objects
Team Member Change
03.07 Conduct Team Member Release
06.02 Identify And Assess Risks
11.04 Review Project Infrastructure
03.05 Conduct Team Member On-Boarding
Project Change Identied
05.02 Identify, Assess And Approve Changes
06.02 Identify And Assess Risks
02.02 Review And Refne Estimates
All activity names in this table are hyperlinks.
Click on an activity to go directly to the detailed information related to that activity in the handbook.
Project Governance
This document gives guidance on how to develop Project
Governance Procedures, prepare the Project Governance Plan,
and setup the overall project monitoring and reporting. The PGP
is the fundamental document which describes all processes,
templates and tools which will be used by the project team
members and other stakeholders throughout the project,
together with the related roles and responsibilities.
C
h
a
n
g
e

C
o
n
t
r
o
l

Q
u
a
l
i
t
y

M
a
n
a
g
e
m
e
n
t
C
o
m
m
u
n
i
c
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
C
o
n
g
u
r
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e

M
a
n
a
g
e
m
e
n
t
K
n
o
w
l
e
d
g
e

M
a
n
a
g
e
m
e
n
t
P
r
o
j
e
c
t

G
o
v
e
r
n
a
n
c
e
R
e
s
o
u
r
c
e

M
a
n
a
g
e
m
e
n
t
R
i
s
k

M
a
n
a
g
e
m
e
n
t
S
c
o
p
e

&

R
e
q
u
i
r
e
m
e
n
t
s
M
a
n
a
g
e
m
e
n
t
I
s
s
u
e

M
a
n
a
g
e
m
e
n
t
S
u
p
p
l
i
e
r

&

P
r
o
c
u
r
e
m
e
n
t

M
a
n
a
g
e
m
e
n
t
P
l
a
n
n
i
n
g

&

F
i
n
a
n
c
i
a
l

M
a
n
a
g
e
m
e
n
t
C
l
i
e
n
t

R
e
l
a
t
i
o
n
s
h
i
p
M
a
n
a
g
e
m
e
n
t
DELIVER
TM
This document contains
guidance on how to
effectively set up the
Project Governance
process and monitor
the project through to
successful completion.
It should be read and
used in conjunction with
the Project Governance
stream contained within
the Unifed Project
Management method.
What is Project Governance?
The Project Governance stream
describes the activities needed to
dene exactly how the project will be
structured and managed including
the approach to delivery, the project
organisation and the monitoring and
reporting required during the project
lifecycle. This includes the preparation
and maintenance of the Project
Governance Plan (PGP), together
with activities and tasks that ensure
compliance with the processes and
procedures documented in the PGP.
Why is it important to have
Effective Project Governance?
Project Governance is an absolutely
fundamental stream as it focuses on
how the project is going to be set up
and managed and controlled. It is the
key stream for managing a successful
project and denes the delivery
approach for the project, what the
project organisation will look like,
how progress will be monitored and
managed, how deliverables and the
nal system will be accepted by the
Client and how the project will be
closed down and governance handed
over to the support organisation.
Project Governance is the overarching
stream within the UPM method and all
other streams link to it.
Project Governance 8
Introduction
9
Project Governance is the rst stream
to be tackled and it is through this
stream that the Engagement Manager
is able to understand the nature of the
project, the overall project objectives
and conrm the feasibility of what
needs to be delivered. It is essential
that the outputs from the stream are
aligned to the contract and do not
increase Capgeminis responsibilities.
Once committed to the project, and
building upon the existing contractual
agreements, the Engagement Manager
will dene the overall framework and
structure for the project and document
them in the Project Governance Plan
(PGP). The PGP will detail the scope,
objectives and overall approach for
planning, designing, developing and
implementing the solution as well as
the specic methods and processes
to be used on the project to control
budget, costs, timescales, resources,
scope, requirements, quality, etc.
These processes must always take
into account the latest group and
local standards.
The governance stream also hosts
activities which will dene the project
organisation, the project governance
structure, including roles and
responsibilities required to complete
the project successfully, and the project
monitoring and reporting processes/
tools. The stream also contains tasks
to gain sign-off approval to proceed
to each subsequent phase within the
project. Other activities in this stream
deal with acceptance sign-offs for
client deliverables and the project
as a whole.
The Project Governance stream can
be thought of as establishing the
foundations of the project, on which
other UPM streams will build. It is
therefore very important that sufcient
time is allocated to this stream and
that the activities contained within
the stream are each tackled in a
methodical fashion with a high level of
quality. Cutting corners when setting
up project governance will not help
the project and will usually result in
problems and issues arising later. On
the other hand, a Project Governance
stream that is executed correctly as
part of the project start-up phase will
establish very rm foundations for
subsequent project success.
The Project Governance stream can be thought of as
establishing the foundations of the project, on which
other UPM streams will build
Familiarisation
Activity Summary
The purpose of this activity is to
enable the Engagement Manager to
review all the information received
from the Client and developed by
the sales pursuit team during the
sales process, and gain a detailed
understanding of exactly what has
been sold to the Client. By reviewing
the proposal, contract and other
information, and talking with people
involved in the sales process, the
Engagement Manager should form a
clear view of the project background,
objectives and deliverables. This
understanding must include the scope
of the work Capgemini is committed
to delivering, the proposed approach
and organisation structure, the
contractual deliverables, dependencies
and constraints, as dened in the
commercial baseline.
Key Steps

Review all documentation developed
during the sales process, including
the proposal and contract

Organize a formal sales-to-delivery
handover, to gather knowledge
from relevant parties involved in
the sales process

Understand Capgemini
contractual obligations

Gain understanding of scope
of work that Capgemini is
committed to deliver for the Client

Understand the breakdown of
work and the roles and
responsibilities already dened

When Rightshore is involved,
understand the split between
offshore and onshore teams

Understand the needs and
expectations of key stakeholders,
and how they relate to contractual
deliverables, dependencies
and constraints

Aim to use RapidStart as a
mechanism to support this activity.
Project Governance Process
10
Start-Up Phase
01.01 Conduct
Project Familiarisation
01.02 Confrm
Project Approach
01.03 Confrm
Project Feasibility
01.04 Defne
Client Acceptance
01.05 Establish
Governance
Governance Plan
Start-Up Complete
Execution Phase
01.04 Defne
Client Acceptance
01.08 Manage
Project Actions
Governance Plan
01.11 Perform Monthly
Project Status Review
01.12 Obtain
Client Sign-Off for
Deliverables
Close-Down Phase
01.13 Prepare for
Governance Handover
01.14 Obtain Final
Client Acceptance
01.15 Complete
Governance
01.16 Review End
of Project
The Project Governance
stream within the UPM
method is broken
down into a number of
activities. This section
provides a summary
of each UPM activity
together with a list of the
key steps and tips for
success.
Project Governance
11
Tips for Success
Ensure you fully understand
what has been sold
Gaining a thorough understanding
of what has actually been sold to the
Client is key for achieving project
success. A formal sales-to-delivery
handover, involving people who
directly participated in the sales
process, is the only way of ensuring
that no aspect of the contractual
arrangements is overlooked.
Know your Contract
Spend sufcient time getting to know
the details of the Contract and aim
to understand any possible issues or
potential exposure for Capgemini
youll be glad you did later.
Involve the Offshore
Project Manager
For a distributed project, if the role
has already been staffed at this stage,
aim to involve the Offshore Project
Manager in this discovery phase
and use it as an opportunity to start
building a good relationship.
Assess the possibility to
use RapidStart
Ensure you fully understand the
RapidStart process, including its
key steps and the benets it can
bring to the project.
01.02 Confrm Project Approach
Activity Summary
The objective of this activity is for
the Engagement Manager to conrm
the overall project approach by
dening the appropriate Capgemini
management and delivery methods to
be used, developing the organisation
structure and specifying the
supporting roles and responsibilities.
As part of this activity the Engagement
Manager should also help with the
co-ordination and set up of the
Capgemini Steering Board and
other governance structures as
dened in the contract.
Key Steps

Conrm which Capgemini
methods will be used to support
the management and technical
delivery of the project

Tailor project management
method to the needs of the
project and the Client

Select or review the delivery
process to be applied, tailoring the
generic model to t the specic
needs of the project

Dene project organisation and
specify roles and responsibilities

For distributed projects,
dene offshore team roles and
responsibilities, and links with
onshore team

Co-ordinate setup of Capgemini
steering board for the project.
Tips for Success
Ask for help if youre not
an expert
Seek help from other Engagement
Managers or appropriate Subject
Matter Experts (SMEs) when
selecting and tailoring appropriate
methods, especially if you are not
very familiar with the details of
the delivery method.
Dont reinvent the wheel
Ask where we have done something
similar before and try to get some
quality information on the methods
used and how the engagement
went, including lessons learned
and key ndings.
Look in the Capgemini
knowledge repositories for
lessons learned on similar
projects
There may be information stored
on the knowledge management
repositories that could save you lots
of time and effort, on both
management and delivery aspects.
Tried and tested tends to work
To maximise chances of success, use
a tried and tested delivery method
one that we know will work.
Recommended Capgemini methods
not only support quality, they
minimise rework.
Ensure you get the
support you need
If you dont have personal experience
of using the selected methods, ensure
you have the necessary support for the
use of the methods. Ideally this should
be within the project team, so bear this
in mind when you will later select the
project team resources.
Get active Client buy-in
When dening roles and
responsibilities, ensure that, wherever
possible, Client representatives are
dened as active participants in
the project. Project sponsors and
stakeholders should not be passive;
they should be facilitating and
supporting the project teams access
to client subject matter experts and
carrying out timely review of interim
deliverables.
Project Manager
Plan on involving the Offshore
Project Manager (if applicable) as
much as possible in the key decisions
made at this stage. People tend to
be more committed to approaches
if they have been involved in their
selection and design.
Feasibility
Activity Summary
the Engagement Manager to conrm
whether it is feasible to deliver the
project under the existing contractual
terms, budget and estimated
costs. Any concerns or issues the
Engagement Manager may have should
be raised with the Delivery Manager
and Account Manager, with a view to
renegotiating the terms and budget
to ensure the project is feasible.
Once agreement has been reached
on the feasibility of the project, the
Engagement Manager should formally
accept responsibility for the project by
signing the engagement manager terms
of reference. This also implies that
the Delivery Manager accepts overall
accountability for the project.
Key Steps

Based on the information gathered
earlier, carefully review the
scope, objectives and constraints
of the project

Step back from the details and
conrm that it is possible to deliver
the project under the existing
contractual terms, budget and
estimated costs

If there is a genuine belief the
planned project delivery is not
feasible, then discuss the concerns
with the Delivery Manager and
Account Manager with a view to
re-negotiating the terms and budget
to make the project feasible

Once it has been conrmed that
the project is feasible, update the
engagement manager terms of
reference to reect what has
been agreed

Take full responsibility for the
project, by signing the engagement
manager terms of reference

For distributed projects, conrm
with the Offshore Project Manager
that the offshore teams scope of

work, activities, deliverables, roles
and responsibilities are clear and
documented in the offshore project
team terms of reference.
Tips for Success
Make sure the project can
actually be delivered
Use your experience (and those
of your team) to assess whether
you really think the project can
be delivered. If you are lacking
experience in a particular area,
discuss with the Delivery Manager
or get extra information from
subject matter experts.
Speak out if you have concerns
If you do have concerns, now is the
time to raise them. Do not be afraid
to speak out at this stage nobody
will thank you for saying I knew it
could not be done later.
Look to mitigate any major risks
On the other hand, dont be afraid of a
project challenge. No project delivery
is ever guaranteed. If there are major
risks, make provisions to address
them and make sure you have proper
mitigation/contingency plans in place.
Trust your judgement
As with many things in life, the key
decision will be down to a judgement
call based on the accumulated
experience of the Engagement
Manager and project team. If
something doesnt seem right, it
needs to be resolved now, before
the project execution starts.
Seek out the views of the
Offshore Project Manager
Be prepared to question the Offshore
Project Manager to ensure he/she
is totally happy. Given the possible
newness of the relationship, the
Offshore Project Manager may not be
forthcoming with concerns. If there
are concerns, then they need to be
addressed as early as possible.
01.04 Defne Client
Acceptance
Activity Summary
The purpose of this activity is to dene
the client acceptance procedures,
criteria and plan for the project, in line
with any acceptance process already
dened in the Contract. The Client
Acceptance Procedures will describe
the approach to how the Client will
accept contractual deliverables, project
deliverables, developed software, and
ultimately the overall engagement.
Key Steps

Conrm whether some aspects of
client acceptance are already dened
in the Contract

Work with the Client to dene
acceptance procedures and criteria
for contractual deliverables, project
deliverables, developed software,
and the overall engagement

Develop an acceptance schedule and
have it agreed by the Client.
Tips for Success
Ensure clarity of deliverable
descriptions
Ensure that all project deliverables are
described in such a way that there is
absolute clarity regarding what they
consist of at the beginning of the
project, so that there are no
surprises later.
Ensure clarity of
acceptance criteria
Ensure the acceptance criteria are
totally clear, as any lack of clarity
may lead to disputes with the Client
later over whether a deliverable is
acceptable or not. These disputes in
turn may cause project delays and/or
delays in client payments.
12
Project Governance
13
Avoid acceptance criteria
that are too stringent
Remember that overly stringent
acceptance criteria could prevent
Capgemini getting paid. Client
acceptance is often a trigger for
milestone payments and this should
be understood when the acceptance
criteria are being established.
Negotiate with the
Client if necessary
Dont allow unreasonable criteria to
be set for client acceptance and be
prepared to negotiate with the
Client if necessary over this.
Plan to review all
deliverables internally
Ensure all deliverables will be
subject to internal review before
being submitted to the Client, and
dene the internal review process
at the start-up stage of the project.
Allow suffcient time for reviews
Ensure the project plan allows
appropriate time for internal
review, client review and rework.
Time and effort need to be allowed
both for internal review effort and
rework effort of the people
producing the deliverable.
Ensure Client reviews will
be completed in a defned
timescale
The Client will require a certain
amount of time for review and
acceptance, but do not allow
excessive amounts of time (e.g. weeks
instead of days). Wherever possible,
the procedures should contain a
clause whereby the deliverables are
automatically deemed accepted if the
process has been followed and the
Client hasnt responded after a certain
period of time.
Plan to produce the deliverables
in stages with Client approval
along the way
Plan for the deliverables to be
produced in stages with Client
approving interim deliverables
wherever possible. This will enable
the project team to conrm that they
are meeting the client expectations
regarding the deliverables and will also
enable any issues to be resolved at an
early stage, possibly avoiding large
amounts of rework at the end as a
result of unfavourable client feedback.
Ensure formal acceptance
of deliverables
Always insist on formal approval of
contractual deliverables by the Client,
including signatures as appropriate.
01.05 Establish Governance
Activity Summary
conrm the governance procedures
for the project (which may have
been tailored as required) and the
project roles and responsibilities. As
part of this activity, the Engagement
Manager should dene the required
project measures and reporting
mechanisms, and then determine how
the performance measures should be
collected and included in the project
reporting arrangements, which could
include the use of a project dashboard.
Appropriate processes and tools to
be used to support Project Governance
are selected at this stage. In addition,
any governance structures dened
in the contract need to be set up at
this stage.
Key Steps

Dene the project measures
and reporting requirements for
the project

Conrm mechanisms and frequency
for collecting and consolidating
project measures

Determine which performance
measures should be included in
the project reporting

If a project dashboard is to be used,
describe how that dashboard will
interface with tools used to manage
specic areas, such as risk and
issue management

Dene governance processes,
including roles and responsibilities,
and select appropriate tools to
support the processes.
Tips for Success
Ensure reporting is focussed
When dening reporting
requirements, focus on quality rather
than quantity of information. Too
much information can sometimes
confuse and lead to misunderstandings
about the true state of the project.
Less can often be more.
Involve the Client
Ensure client needs are fully taken
into account in designing the project
reporting mechanisms. These could
include a dedicated project dashboard,
to accommodate with specic
client needs.
Explain the respective roles of
the Engagement Manager and
the Offshore Project Manager
to the Client
For distributed projects, it may be
important that the Client understands
the respective roles and responsibilities
of the Engagement Manager and the
Offshore Project Manager, and the
reporting relationship.
Make sure escalation paths
are specifed
All project members and stakeholders
should know exactly what the
escalation paths are, when they can
be activated, and how other involved
will process any escalated item.
Governance Plan
Activity Summary
The objective of this activity is to
produce the Project Governance Plan
(PGP). The PGP is a crucial document
as it summarises the content of the
project, and denes the way the
project will be run. Although it is not
usually a legally binding document,
it does represent a formal agreement
and commitment between the project
team and the Client. The Engagement
Manager must ensure it is reviewed and
signed off by the Delivery Manager, and
by the Client as appropriate.
Key Steps

Produce Project Governance Plan
(PGP) by tailoring Capgemini
standard PGP template, using the
relevant tailoring guidelines to meet
the needs of this specic project and
this specic Client

Ensure any specic client
requirements are incorporated
in the PGP

For distributed projects, work with
Offshore Project Manager to ensure
any appropriate offshore elements
are incorporated in the PGP

Ensure the PGP is reviewed by the
Delivery Manager, Account Manager,
the Client and any other relevant
stakeholders, and amend following
the review as appropriate

Obtain formal approval of PGP.
Tips for Success
Give this task a high priority
At the beginning of a project, there
are many tasks making demands
upon an Engagement Managers time,
but it is important to understand
the importance of the PGP it is the
cornerstone of the project. Ensure that
the PGP produced is of a high quality
as it is the document which will dene
how the project is run and against which
the whole project will be judged.
Utilise RapidStart
Use the RapidStart process to populate
the sections of the PGP as part of the
RapidStart workshop sessions. This
will allow for achieving a better buy-in
from all team members involved.
Ensure the PGP is fully
reviewed internally
Do not rush the production of the
PGP. It is important that the PGP is
correct and complete, as any omissions
or deciencies are likely to cause
problems later. The document should
be fully reviewed and agreed internally
before being presented to the Client.
Utilise best practices
In addition to using the standard
PGP template, check whether
there are examples in the region or
business unit of a well structured
and well written PGP and use them
as a guide and inspiration. However,
dont just copy a PGP from a similar
engagement, change client names and
then seek signatures. If you do this,
youve missed the point of planning
and alignment of objectives.
Adapt to client needs
Some Clients insist upon a specic
Project Initiation Document to be
produced. If this is the case, try to
include the specic content into
the PGP rather than having two
documents. If a standalone Project
Initiation Document has to be
produced, then the PGP will need to
cross reference to it.
Ensure deliverable descriptions
are clear and concise
Ensure the descriptions of deliverables
in the PGP are completely clear,
concise and if appropriate contain
references to any deliverables dened
in the contract.
01.07 Confrm Project Start-Up
Complete
Activity Summary
The purpose of this activity is to get
formal approval from the Capgemini
Steering Board that the Start-Up phase
of the project has been successfully
completed, that the Project
Governance Plan has been produced
and agreed, and that the project is
ready to proceed with the Execution
phase, based on an agreed project
plan and project forecast. This activity
marks the end of the Start-Up phase
and must be completed before detailed
project execution can begin.
Key Steps

The Delivery Manager reviews and
approves the work performed on the
project during the Start-Up phase

The Delivery Manager conrms that
all potential risks, problems, issues
or concerns that may impede the
successful completion of the project
have been identied

Following the project start-up
review, the Capgemini Steering
Board approves the Project
Governance Plan, Project Plan and
initial Project Forecast, making
sure they are all compliant with
contractual agreements and
overall project budget All key
project documents are baselined
(as a minimum, the Project Plan,
the Project Budget, the initial
Project Forecast, and the Project
Governance Plan)

The Capgemini Steering Board
formally conrms project
Start-Up is complete.
Tips for Success
Plan for success
Carefully plan the meeting of the
Capgemini Steering Board and
walk though the agenda and any
presentation material with the
Delivery Manager and Account
Manager beforehand.
14
Project Governance
Anticipate and avoid problems
Ensure all documents are circulated
and discussed with the members of
the Capgemini Steering Board well
in advance and ensure any feedback
is incorporated or dealt with. The
meeting should be a rubber stamp
exercise and you do not want new
issues being raised at this point, which
might delay the execution phase.
Activity Summary
As the project progresses, actions
will be identied within the various
project management streams. They
may be identied in progress meeting
minutes, as outputs from risk, issue
and change control reviews, from
client meetings or from internal
planning and nancial reviews. The
purpose of this activity is to collect
all project action lists and produce
a consolidated set of actions for the
project, from which follow-up of
outstanding actions can be organised
and tracked. The Engagement Manager
should ensure that the list of actions
is comprehensive, that none are lost,
and that progress on the actions is
monitored and followed up regularly.
Key Steps

Collect and scan action lists from all
potential sources, making sure they
reect the real situation

On a regular basis, update the
consolidated list of actions

Follow up outstanding actions.
Tips for Success
Ensure all actions are dealt
with quickly
Be rigorous in ensuring all actions are
assigned an owner and carried out
in a timely manner. Lost or missed
actions can come back to bite you
later as an issue!
Activity Summary
This activity concerns the on-going
management and control of the
project. On a regular basis, usually
weekly, the Engagement Manager
should review and analyse the project
measures and project progress.
Information on the project should
be collected, recorded and used to
produce a project progress report to
give a view of the project current state.
In some cases a project dashboard
may be used to generate the
progress report.
The Engagement Manager should then
compare the current project position
with what was planned for this
particular point in time, taking into
account any dependencies, identied
change requests, issues and risks. The
Engagement Manager will determine
what variances exist between the
project plan/forecast and the current
state of the project, and identify any
corrective actions necessary to correct
the negative variances and improve the
chances of project success.
Key Steps

Record project measures and gather
any relevant progress information on
a regular basis (ideally weekly)

Compare current project position
with project plan and project forecast

Analyse any variances and review
status of dependencies

Identify corrective actions to put
project back on track, and ensure
they are implemented as appropriate

Manage stakeholders, making
sure they are actively involved
throughout the project

Produce project progress report and
hold progress review meeting.
Tips for Success
Ensure regular progress reviews
It is vital that progress is rigorously
reviewed on a regular basis, ideally
weekly but fortnightly as a minimum.
Ensure data is up to date
Ensure that the information gathered
as part of the reporting process is
as up to date as possible, to ensure
decisions are made on the latest
information. If team leads need to hold
meetings with their teams to gather
progress information, ensure that these
meetings are held before the project
progress review meeting.
Focus on problem areas
Adopt a helicopter approach in
reviewing progress, keeping the overall
high level project progress landscape
in view while being prepared to
descend to a much lower level of detail
on occasions in order to focus on any
problem issues or areas.
Probe to obtain accurate data
Be prepared to probe as necessary to
obtain the correct picture of the true
state of project progress. There is often
a natural tendency for team members
to report an optimistic view of the
state of project progress and not admit
to any problems in their areas.
Have a back to the future
mindset
While looking back to review past
progress, ensure that you continually
look ahead to anticipate any problems
that may arise in the future based on
the information that has emerged so far.
Ensure the team is focussed
Ensure that the project maintains a
sense of drive and momentum, and
that this is transmitted to all the team
members. Ensure that the project team
members are focussed on deadlines
and on producing the deliverables.
15
There should be total clarity within the
project team on project milestones and
milestone dates.
Celebrate project success
Publicise progress within the team
and if appropriate use wall charts to
summarise progress towards achieving
deadlines. Celebrate the achievement
of deadlines in some way e.g.
congratulatory email to the team or
even an organised night out.

Review the plan
Continually review whether the
project plan is realistic based upon
the information that is captured to
demonstrate project progress. If not,
changes will need to be made (e.g.
to the plan, number and type of
resources, timescales, etc.) and the
sooner they are made the better.
Make changes if required
Dont be afraid to change the project
plan. It is inevitable that when real
world events change the project
circumstances, the Engagement
Manager must update the project
plan to reect the changes. The key
to successful project management is
knowing when and how to change the
plan so that the original overall project
objectives can still be achieved (ideally
within the original timeframe and
agreed costs).
Encourage team responsibility
While the Engagement Manager does
have overall project responsibility,
ensure that the team members take
their own individual responsibility for
resolving any problems or issues that
emerge within their areas.
Watch the dependencies
Carefully monitor dependencies,
as slippage in one area can have a
cumulative effect on other areas and
the effect could be disproportionate
if the impact is on some key client or
supplier activities. If delays occur on
activities which are the responsibility
of the Client, and these delays impact
dependencies, then ensure these are
reported and escalated to the Client for
appropriate action. If the delays cannot
be prevented or resolved, then it may
be necessary to raise a change request
to cover their impact on the project.
Build a good relationship with
For distributed projects, an open
trusting relationship between the
Engagement Manager and the Offshore
Project Manager is vital in accurately
tracking progress of the offshore team.
Ask for advice if you need it
Dont be afraid to ask for advice from
the Delivery Manager or Subject
Matter Experts on how to deal with
difcult problems.
Deal with problems, dont
hide them
If problems do arise, dont try to hide
them. Raise the problems with the
Delivery Manager and if appropriate
agree an approach for communicating
them to the Client, ensuring that a
get well action plan to get the project
back on track has been formulated.
Governance Plan
Activity Summary
ensure that the Project Governance
Plan (PGP) is maintained during the
life of the project. The PGP, while
established as part of project start-up,
is intended to be a living document
and the Engagement Manager must
update the PGP with any appropriate
information that has become available
since the previous version of this
document was produced. The PGP
will be reviewed, possibly modied,
and then signed-off by the Delivery
Manager, and by the Client as
appropriate.
Key Steps

Review all project changes and any
other relevant information to
decide whether the PGP needs
to be updated

Where appropriate, update the PGP,
ensuring document management
process is followed

Ensure updated PGP is reviewed
by the Delivery Manager,
Account Manager and any
other interested parties

For distributed projects, ensure
revised PGP is formally reviewed by
Offshore Project Manager and made
available to offshore team

Ensure updated version is reviewed
by the Client and possibly signed
off, depending on agreements for
that particular document

Re-baseline the new version of the
Project Governance Plan.
Tips for Success
Keep the PGP up to date
The PGP is a vital document and
needs to be kept up to date. Failure
to do so will mean the document
falls into disuse with the project
team and potentially with the Client.
It is important that the procedures
detailed in the PGP reect the actual
procedures followed by the project
team and that any changes to the
project processes are reected in the
PGP. This will maintain consistency
across the project team and enable the
Engagement Manager to enforce good
practices across the project team.
16
Project Governance
01.11 Perform Monthly Project
Status Review
Activity Summary
ensure that all parties are fully aware
of the status of the project and agree
on the direction that should be taken
for all issues and concerns regarding
the project.
The Engagement Manager should
produce regular project progress
reports which will highlight the
progress being made by the project
and will be used as key inputs into
the monthly Project Status Report.
The Project Status Report is used as
the main input for discussion at the
internal and external steering boards
and is circulated to members prior to
the meetings.
The Capgemini Steering Board will
review the report and discuss and
provide feedback to the Engagement
Manager on the project nancial
status, as well as the general status
of the project progress and any
outstanding project issues and risks.
It will also review output from any
quality checks and review the forecast
nancial status and the progress
planned for the next month.
The Client Steering Board will
also review the report and provide
feedback to Client Management on
project progress providing the status
of the project progress, outlining key
project issues and risks and making
policy recommendations or
decisions and giving approval
for any project changes.
Key Steps

Produce monthly project status
report, based upon the weekly
project progress reports and other
reports coming out from all
UPM streams

Hold Capgemini monthly
project status review

Attend Client Steering
Board meeting

Agree course of action for any
issues or concerns, to deal with
them as appropriate.
Tips for Success
Seek input from others
The Capgemini monthly project status
review presents an opportunity not
just to communicate progress but also
to gain input from other Capgemini
staff on future direction and course
of action.
Manage Client expectations
The Client Steering Board meeting is
an excellent forum to manage client
expectations. Ensure the meeting is
well prepared for, and any supporting
documents ideally sent out well
beforehand to allow attendees time to
review them. If a decision is required
from the board, the options being
proposed as well as the recommended
course of action need to be clearly stated.
Prepare and agree action plans
for problems
If serious project issues have arisen
that mean that the overall project
status is no longer green, then an
action plan to get the project back on
track needs to be prepared.
Follow up on actions
Ensure all review points and actions
are documented and followed up.
Actions need to be incorporated into
the consolidated list of project actions.
Ensure missed dependencies
are clearly highlighted
Dependencies subject to slippage
need to be reported on, along with
their likely impact. Action plans to
minimise the impact of the slippage
need to be prepared and agreed.
01.12 Obtain Client Sign-Off for
Deliverables
Activity Summary
the Engagement Manager to obtain
formal acceptance from the Client
for completed project deliverables
as per the procedures described in
the Project Governance Plan and/or
the Contract. This may or may not
coincide with the end of a phase/
iteration. The Engagement Manager
must prepare acceptance certicates,
and then gain physical client sign-off
for the deliverables produced. After
a deliverable is accepted, the signed
deliverable acceptance certicate and
an electronic copy of the deliverable
are submitted to the project repository.
Key Steps

All items (e.g. contractual deliverables)
requiring client acceptance need to be
passed to the Client for review at the
appropriate time

Prepare delivery notes and
acceptance certicates for the
items, and send them to the
Client for sign-off

Deliverables are evaluated by the
Client against the pre-dened
acceptance criteria as dened in
the Contract or PGP

Any items failing the acceptance
criteria need to be reworked
and passed back to the Client
as described in the acceptance
procedures

After a deliverable is accepted,
store the signed deliverable
acceptance certicate and an
electronic copy of the deliverable
in the project repository.
17
Tips for Success
Ensure all deliverables are
reviewed internally
All deliverables submitted to the Client
for acceptance need to have been fully
reviewed and agreed internally rst.
Chase Client for timely feedback
Closely monitor the clients adherence
to the acceptance procedures to
ensure timely feedback. If the client
representatives have not responded
in the appropriate timescales, then
be prepared to chase them up
and escalate.
Be aware of invoicing
requirements
As client acceptance is often used as
the trigger for contract payments,
keep an eye on the invoicing schedule.
Delays in submitting items for
acceptance or receiving acceptance
from the Client could impact the
project cash ow.
01.13 Prepare for
Governance Handover
Activity Summary
ensure that plans are in place for
a smooth transition to the support
organisation once the project is
nished. This could involve a
transition to another Capgemini
team, to the client support team, or to
another third-party organisation (or
organisations). Whichever option is
appropriate, the transition process is
similar the timescales, roles
and responsibilities, documentation
required, training, etc. need to be
clearly identied and documented,
and then discussed and agreed with
the parties concerned. Where there is a
warranty period agreed for the project,
the details should be conrmed in this
activity, resulting in the appropriate
service level agreement.
Key Steps

Conrm handover arrangements
to support organisation

Review and update the Service
Level Agreement needed for any
accompanying warranty period

Produce a plan for the smooth
transition of the project governance
to the party or parties that will
be responsible for the ongoing
operation and maintenance of the
processes that Capgemini have
established for the project.
Tips for Success
Ensure handover can be achieved
Watch out for any acceptance criteria
set by the support organisation and
ensure they can all be satised. The
other party will usually not agree to
the transition being complete unless
all acceptance criteria are satised.
Refer to the Contract
Ensure any post implementation
support period stipulated by the
support organisation ties up with
the warranty period set out in the
Contract, otherwise there could be
commercial implications for the project.
01.14 Obtain Final Client
Acceptance
Activity Summary
The purpose of this activity is for
the Engagement Manager to review
and conrm that all project items
(e.g. contractual deliverables, other
deliverables, management reports,
etc.) required to be completed have in
fact been completed and to gain the
nal acceptance and sign-off of the
entire project from the Client. Once
obtained, the acceptance certicate
should be stored in the project repository.
Key Steps

Review all project management
documentation, making sure that
all items have been completed

Close all action lists and logs
(e.g. change, issue, risk)

Ensure that all contractual
deliverables have been completed
and acceptance certicates received
from the Client

Obtain nal sign-off from the
Client, formally accepting that
the project is complete and that
all Capgemini contractual
obligations have been met

Communicate nal acceptance to the
project team, including the Offshore
Project Manager if applicable, and
store nal acceptance certicate in
project repository.
Tips for Success
Help the Client to sign off the
whole project
To speed up the process and help
the person providing the overall
client acceptance, it is worthwhile
providing, or at least having available,
documentary evidence of the previous
client acceptance for each individual
deliverable.
18
Project Governance
01.15 Complete Governance
Activity Summary
successfully terminate or transfer
responsibility for project governance
to the ongoing support organisation
responsible for operating the delivered
solution. This activity also provides an
opportunity to capture any possible
recommendations for improving the
governance procedures and tools used,
so that other projects may benet from
the experience gained.
Key Steps

Ensure all tasks dened in the
Governance Handover Plan are
completed successfully

Produce a Governance Handover
Report summarising key points
about the handover

Discuss and agree lessons learned
with the Offshore Project Manager,
if appropriate

Produce a Project Governance
Summary summarising the lessons
learned and any recommendations
for potential improvements.
Tips for Success
Be collaborative with the
support team
Aim to build a relationship with the
members of the support team and
if at all possible try to complete the
handover via a face to face meeting.
01.16 Review End of Project
Activity Summary
The objective of this activity is for the
project team to review the project as
a whole, and to capture any lessons
learned for the benet of future
projects. The Engagement Manager
should produce a Project Close-
Down Report, which summarises
the achievements and challenges
experienced during the project. This
information should be used as a key
input for conducting a Project Close-
Down Review with the project team,
the Delivery Manager and the Account
Manager, to conrm and document the
key learning points.
Key Steps

Compare the projects actual
achievements with original
objectives, focusing on project plan
and timescales, cost versus budget/
forecast, and client satisfaction

Produce project close-down report,
identifying lessons learned

Hold project close-down review
meeting and document key learning
points emerging.
Tips for Success
Involve the whole team
Ensure you get feedback from as many
project team members as possible.
Be constructive and avoid
allocating blame
Aim to be as honest as possible in
compiling the lessons learned and
dont seek to allocate individual blame
for any problems.
Focus on key points
Prioritise the points raised and focus
on the main learning points that could
add value to future projects.
Project Manager
If the project was a distributed project,
ensure the Offshore Project Manager
and offshore team members are
involved in the process.
19
Tools to
Support
Project
Governance
The Engagement Manager will need to
select the appropriate tools to support
Project Governance. A general project
management tool will be required,
as well as specic tools that allow to
process the data needed for producing
reports and updating dashboards.
Other tools might be required, such
as software packages that support data
collection over networks, reporting
from the project planning and
scheduling tools, and consolidation
from cost tracking systems.
Capgeminis recommended tools
(which are mandated for
distributed projects) are:

Project Planning and
Scheduling: Clarity

Risk, Issue and Change
Control: Clarity

Document Repository:
CoCoNet/TeamForge.
Understand What You
Need to Deliver
Ensure you spend sufcient time at
the beginning of the project to fully
understand just what it is that the
project needs to deliver. A lack of
clarity at this early stage will usually
not resolve itself as the project
progresses. Indeed the very opposite
is true. If there are issues such as a
mismatch between Client expectations
and what the project can actually
deliver, it is much better to raise
them early, when it is easier to do
something about them.
Choose the Right Project
Approach
The project approach that is chosen
at the beginning of the project will go
a very long way towards deciding the
success or failure of the project, and it
is important that the right approach
is chosen. While it is not impossible
to change the project approach during
the delivery of the project, a major
change of this nature would inevitably
have a signicant impact on the
project timescales and costs.
In selecting the right method,
be prepared to ask precise questions
to yourself and to the team:

Have we used this approach before?
If so, did it work?

Are we using a standard approach?
If not, why not? The potential
advantages of a non-standard
approach may not have been fully
considered against the downsides of
doing things in a non-standard way.

Is there sufcient expertise in the
team and/or external support for the
method that has been chosen?
Ensure you get the buy-in of the whole
team for the chosen method. The team
needs to deliver the solution using
the method and if they are not fully
committed to the approach, then it is
unlikely to work effectively.
Get the Right Team
A project is only as good as the team
that is selected to deliver it. Ensure
that the right roles and responsibilities
are dened up front and then devote
sufcient effort to recruiting the right
people for those roles. In many ways,
your team will dene your success as
the Engagement Manager, so its worth
spending sufcient time getting the
right people on board. Aim to recruit
the best people you have budget for.
In the real world, it is rare that you
will be able to recruit the A Team,
but at least you can ensure that if you
have identied vulnerabilities in the
team, you obtain sufcient cover to
cope with them (e.g. an inexperienced
junior resource being mentored by an
experienced more senior resource).
Ensure Clarity of Deliverables
and Client Acceptance Criteria
Ensure you spend sufcient time
getting complete clarity in the
deliverable descriptions and client
acceptance criteria right at the very
beginning of the project. There should
not be any grey areas to provide a
source of disputes between Capgemini
and the Client at a later stage. The
success of the project will be judged
on delivering against the agreed
acceptance criteria, therefore time
spent at the beginning of the project in
ensuring that they are correct will be
well rewarded both during the project
and at the end.
Ensure Project Governance
Procedures are Transparent
Make sure that all project team
members fully understand the project
governance procedures. In particular,
Team Leads need to have complete
clarity on what the project organisation
structure is, how they and their team
t into it, and more importantly what
is expected of them personally.
Set Clear Priorities for the Team
From an early stage, ensure you set
clear priorities for your team members,
and check that they fully understand
what those priorities are.
Review Progress Regularly
Successful Engagement Managers
ensure that progress is monitored on
a regular basis and that appropriate
corrective actions are put in place in a
timely manner. If things arent working
as expected, nd out why and change
them quickly. Delays in resolving
problems can only increase the
negative impact. Resolving a problem
could mean a change to a process or
providing additional support to an
individual, or even rolling someone off
the project. In all cases, once a genuine
problem has been identied, it seldom
goes away without positive action on
the part of the Engagement Manager.

Celebrate Success
Make sure that project successes on
the part of individuals or teams are
appropriately acknowledged and
celebrated. This helps building up
morale within the team, as well as
presenting a positive view of the
project to the Client, and encouraging
performance improvements within
the team. Generally, people who feel
appreciated work more effectively than
those who do not. For distributed
projects, ensure that the offshore team
is not forgotten when project success
is celebrated, and make sure they feel
fully involved.
20
General Guidance
Project Governance 20
21
Governance is mainly the Engagement
Managers responsibility, but other
roles are involved as well, as
described below.
Engagement Manager
It is the responsibility of the
Capgemini Engagement Manager to:

Ensure a thorough understanding
of what has been sold and what
Capgemini is contracted to deliver

Conrm project approach

Conrm the feasibility of the project
and raise any concerns

Dene client acceptance criteria

Dene the project governance
procedures

Produce the PGP and update it
during the project as appropriate

Conrm project start-up

Manage and motivate the
project team

Monitor project progress

Carry out project reporting

Manage actions and dependencies

Obtain client sign-off for
deliverables and nal client
acceptance of the project

Prepare and carry out
project handover

Conduct end of project review.
It is the responsibility of the Offshore
Project Manager to:

Work with the Engagement Manager
to ensure a thorough understanding
of what has been sold and to
conrm the project approach

Conrm the project can be delivered
from an offshore point of view
and raise any concerns with the
Engagement Manager

Provide input to the Engagement
Manager on project governance
procedures

Review the PGP

Monitor progress of the offshore
team and produce project reporting
data as dened in the PGP

offshore team

Assist the Engagement Manager
with client sign-off of deliverables

with the project handover

Participate in the end of
project review.
Client
It is the responsibility of the Client to:

Work with the Engagement
Manager to dene client acceptance
procedures and criteria

Review and possibly approve
the PGP, thereby conrming
project start-up

Participate in client reviews of
project progress with agreed
frequency

Raise any concerns regarding the
governance of the project with
the Engagement Manager

Provide client sign-off of deliverables
and nal client acceptance of
the project

Participate in the end of
project review.
Supplier Project Manager
It is the responsibility of the Supplier
Project Manager to:

Conrm the project can be delivered
from a supplier point of view
and raise any concerns with the
Engagement Manager

Provide input to the Engagement
procedures

Review the PGP

Monitor progress of the supplier
team and produce project reporting
data as dened in the PGP

supplier team

with client sign-off of deliverables
as appropriate

Assist the Engagement Manager with
the project handover as appropriate

Participate in the end of project review.
Delivery Manager
Capgemini Delivery Manager to:

Resolve any escalated issues

Provide feedback to the Engagement
aspects and overall project progress

Participate in weekly progress review
meetings and monthly project
status reviews.
Roles and Responsibilities
Successful Engagement
Managers ensure that
progress is monitored on
a regular basis and that
appropriate corrective
actions are put in place
in a timely manner
The Project Governance Stream can
in many ways be seen as the hub of
the project and central to all project
management activities. As a result,
there are strong links between the
Project Governance stream and all the
other streams, each of which will need
to be referred to in the PGP.
For example:

The Planning and Financial
Management stream covers project
plans, timescales and costs, and
the Resource Management stream
covers the recruitment of the project
team and the denition of the
project roles and responsibilities,
all of which have a direct bearing
on Project Governance.

The Scope and Requirements
Management stream covers the
denition and management of
the baseline project scope and
requirements, which the Project
Governance stream needs to deliver
against. Any change to this baseline
should be handled through the
Change Control stream.

The Risk Management and Issue
Management streams include
the identication and proactive
management of risks and issues
which could seriously affect the
delivery of the project.

The Client Relationship
management of the relationship
with the Client (including the
measurement of client satisfaction)
while the client involvement in the
overall project management
activities is dened in the
Project Governance stream.

The Supplier and Procurement
management of suppliers and the
procurement process, while the
progress made by suppliers must
be integrated in overall progress
reports produced in the Project
Governance stream.

The Communication Management
stream covers the set up and
running of project communications
and is therefore dependent upon
the Project Governance stream for
organising proper communications
and reporting to all stakeholders.

The Infrastructure Management
stream covers the set up
and management of the
project infrastructure and as
such will be dependent upon
the project approach, roles
and responsibilities dened in
the Project Governance stream.

The Conguration Management
stream covers the effective
management and control of
conguration items within the
project, including all Project
Governance documents which must
be carefully managed and versioned.

The Quality Management stream
covers the management of quality
within the project and will be
dependent upon the project
organisation and governance
structures dened in the Project
Governance stream.

The Knowledge Management
stream covers knowledge sharing
within and outside of the project
and therefore has some strong links
with the Project Governance stream,
especially when experience and
lessons learnt should be captured for
the benet of future engagements.
Relationship with other Streams
Copyright 2011 Capgemini. All rights
reserved. This document is for Capgemini
internal use only.
Group Delivery - May 2011
22 Project Governance
Planning & Financial
Management
This document gives guidance on how to develop Planning and
Financial Management Procedures, to manage project progress,
and to control project fnancials. Delivering within the original time
and cost estimates is the main enabler for achieving the predicted
project contribution. C
h
a
n
g
e

C
o
n
t
r
o
l

Q
u
a
l
i
t
y

M
a
n
a
g
e
m
e
n
t
C
o
m
m
u
n
i
c
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
C
o
n
g
u
r
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e

M
a
n
a
g
e
m
e
n
t
K
n
o
w
l
e
d
g
e

M
a
n
a
g
e
m
e
n
t
P
r
o
j
e
c
t

G
o
v
e
r
n
a
n
c
e
R
e
s
o
u
r
c
e

M
a
n
a
g
e
m
e
n
t
R
i
s
k

M
a
n
a
g
e
m
e
n
t
S
c
o
p
e

&

R
e
q
u
i
r
e
m
e
n
t
s
M
a
n
a
g
e
m
e
n
t
I
s
s
u
e

M
a
n
a
g
e
m
e
n
t
S
u
p
p
l
i
e
r

&

P
r
o
c
u
r
e
m
e
n
t

M
a
n
a
g
e
m
e
n
t
P
l
a
n
n
i
n
g

&

F
i
n
a
n
c
i
a
l

M
a
n
a
g
e
m
e
n
t
C
l
i
e
n
t

R
e
l
a
t
i
o
n
s
h
i
p
M
a
n
a
g
e
m
e
n
t
DELIVER
TM
guidance on how to
Planning and Financial
Management stream and
manage time/cost in a
project. It should be read
and used in conjunction
with the Planning and
the Unifed Project
Management method.
What is Planning and
Financial Management?
Project Planning and Financial
Management is one of the most
important aspects of successful
project delivery. Its outputs enable
the Engagement Manager to report
project status and predict delivery
dates accurately, as well as control the
project costs. It is not always possible
to deliver to the original project
plan and budget, but it is necessary
to continuously assess the actual
situation against what was previously
planned, and to incorporate any
required changes to the project plan
and nancials in a controlled manner.
This ensures that an up to date view of
delivery dates and nancials is always
available, allowing for a predictable
and successful delivery.
Project Plan
This is the project timeline. It identies
the project activities and tasks,
dependencies, resource assignments,
and includes effort estimates and
milestones. The plan is normally
represented as a Gantt chart, PERT
chart, or other form of network diagram.
A project plan serves different purposes:

It is a communication tool

It is used to schedule and manage
the sequence of work

It provides a means of measuring
project progress

It supports the estimation of what
remains to be done.
Project Budget
This is the nancial baseline for the
project. It is based on the last signed
Bid Control Sheet (BCS), and is
composed of the following values:

the Contracted Value (CV) the expected
revenue according to the contract

the Estimated Costs (EC) the
total amount of money allocated for
completing the project

the Target Contribution (TC) the
difference between the Contracted
Value (CV) and the Estimated
Costs (EC).
The project budget identies project
costs and revenues in various
categories, such as resources,
equipments and other expenses.
A high-level project budget may
simply present costs and revenues
by categories for the whole project; a
detailed project budget may allocate
budget by period (e.g. project phase)
or by deliverables (to conrm the
value of each deliverable).
The Engagement Manager does not
usually manage the contract between
Capgemini and the Client, which states
the Contracted Value of the project.
The Engagement Manager however
has control over the project costs and
must ensure those costs remain within
the budget (to or below) in order to
achieve or even increase the project
contribution, ultimately contributing
to overall Capgemini protability.
The project budget sets the baseline
for the controlling of the project
from a nancial perspective and the
monitoring of the project nancial
status. The difference between the
Target Contribution (TC) and the
contribution actually delivered at the
end of the project is called the
Delivery Value Improvement (DVI).
In the course of the project, the
Contracted Value (CV) will need to be
updated if the project scope changes.
It is normally under the responsibility
of the Account Manager or another
representative of the Business Unit
to negotiate the additional revenue
and dene an updated contribution.
In such a situation, a new baseline
is set (Contracted Value, Estimated
Cost, Target Contribution) and the
Engagement Managers responsibility
remains to deliver the project at the
Planning & Financial Management 24
Introduction
25
budgeted cost (i.e. reaching precisely
the target contribution, meaning zero
DVI), or even below the budgeted cost
(i.e. actual contribution better than target
contribution, meaning positive DVI).
As well as resource costs associated
with the effort required to deliver the
project, budgeted costs must include
travel and living expenses, training,
facilities, hardware infrastructure,
software licences and other costs that
will be incurred by the project.
Estimating
The ability to accurately predict
project effort, costs and timescales
is crucial to our ability to manage
projects successfully and project plans
are only as good as the estimates
that underpin them. Inadequate or
unrealistic estimates still remains
one of the top ten reasons for project
failure, yet is largely avoidable if a
systematic process is followed.
A good plan is based on accurate
estimates. A good estimate provides
an unbiased approximation of the
effort necessary to carry out project
tasks and produce project deliverables.
It is an informed guess using past
experience and existing project
knowledge. However, an estimate can
be no better than the information on
which it is based. So it is important
to consider all aspects of the project
when producing and reviewing the
estimating model.
An estimate not only includes a set of
numbers, but also a set of assumptions
that help justify the initial values.
Often when an estimate is incorrect,
the numbers are wrong because the
assumptions are wrong. Documented
assumptions help you later to identify
whether the project has in fact
changed or was simply under or
over estimated.
Why have Planning and Financial
Management Procedures?
During the sales process, a high-
level project plan is produced,
and project costs are estimated in
order to determine the price to be
bid for delivering the project. This
information is captured in the Bid
Control Sheet (BCS). At the contract
sign-off, there is a last signed BCS
which reects the outcomes of the
contract negotiations and the related
estimated costs, and forms the baseline
for the project nancials: Contracted
Value, Estimated Costs, and
Target Contribution.
In order to know whether the project
is on course to deliver as planned, the
Engagement Manager needs to be able
to compare actual progress, effort and
therefore costs against the project plan
and the estimated project costs.
Project Planning is the process of
creating an estimate of the effort
and elapsed time required to deliver
the project. The project plan will
be tracked and updated as the
project progresses and more detailed
information becomes available.
Maintaining the project plan always
up to date will enable the Engagement
Manager to report on progress and
status at any time, and to predict when
the project will be fully delivered.
Financial Management is the
process of setting up the project
nancial baseline, calculating the
project costs based on the project
plan (also including other estimated
costs), and then continuously (or
at least on a weekly basis) updating
project nancials with actual gures,
integrating rened estimates, and
controlling overall project costs.
On a monthly basis, the Engagement
Manager will assess the nancial
status of the project jointly with the
Project Financial Controller, checking
actual costs, rening the estimates to
complete, comparing overall forecast
cost (Estimates At Completion) with
the project budget, and computing
the forecast DVI. This also includes
the tracking of Client and Supplier
invoices and payments.
The Engagement Manager consolidates
this information to report on the
current nancial position of the
project, in compliance with
Capgemini nancial rules
described in TransFORM.
Planning and Financial Management
together provide the overall status of
the project. The process of managing
and controlling the changing project
plan and project costs enables the
Engagement Manager to predict
and eventually deliver the
project successfully.
02.01 Initiate Planning and
By dening clear standards, processes
and procedures for the planning and
nancial management stream, the
Engagement Manager will create a
sound basis on which to carry out
effective monitoring, control and
reporting of the project plans
and nancials.
During the Start-Up phase, the
Engagement Manager will establish the
planning and nancial management
controls to be used throughout the
project. A procedure document
should be produced that captures this
information and species how the
appropriate tools (Clarity, N2K, local
nancial assessment tools, etc.) will
be used to support the stream, how
estimating will be carried out, how
invoicing will be handled including
supplier and procurement invoice
processing, etc.
It is important to produce and agree
the procedures from the outset to
ensure that expectations from all
parties are being met. If the Client
requires regular nancial reporting on
invoice payments then this must also
be incorporated.
Management stream must comply
with the Capgemini nancial rules
described in TransFORM (in particular,
the project accounting rules) and
with any local planning and nancial
standards, procedures and guidelines.
The Engagement Manager may need
to tailor those local elements, using
relevant tailoring guidelines, to meet
the need of the specic project and
Client. Appropriate guidelines are
available in the local Intranets to
support this tailoring activity.
When producing the procedures, the
Engagement Manager will need to take
into account the following:

Existing procedures and rules, both
global and local

Internal reporting requirements

Output from the sales process

Contractual agreements

Specic Client and Supplier
expectations.
Planning and Financial Management Process
Start-Up Phase
02.01 Initiate
Management
02.02 Review and
Refne Estimates
02.03 Produce
Baseline Project
Plan and Forecast
Execution Phase
02.02 Review and
Refne Estimates
02.04 Track Project
Progress and Financials
02.05 Report Project
Plan Status and
Financial Status
02.06 Update
Project Plan, Budget
and Forecast
Client Invoices
02.08 Process
Supplier and
Close-Down Phase
Client Invoices
02.08 Process
Supplier and
02.09 Complete
Management
The Planning and
method is broken
provides a summary
together with a list of
success.
27
For small projects the procedures can
be included in the Project Governance
Plan (PGP). For larger, more complex
projects, a separate document should
be produced and cross referenced in
the PGP.
Another important aspect of this
activity is the selection of tools that
will support the stream:

Clarity/OpenWorkbench is the
Capgemini recommended planning
tool and should be used wherever
possible. If there is an offshore
element to the project then the use
of Clarity is mandated.

GREAT is the group standard
estimating tool to be used for
workload estimation.

Financial assessment tools are
dened according to local rules and
procedures. They usually are Excel-
based tools generating nancial
reports required locally.

N2K is the main tool for monitoring
the overall project nancial status.
It is used during the monthly
review to assess the nancial status
of the project jointly with the
Project Financial Controller, and for
reporting to upper levels of delivery
governance. It stores/displays the
following data: project budget
(Contracted Value), Estimated Costs
by categories, Target Contribution,
project actuals by categories (from
the NOP/GFS accounting system),
and project forecast (Estimates To
Complete, Estimates At Completion,
and Delivery Value Improvement).
Key Steps

Review and tailor Planning and
Finance Management Procedures

Select planning tools (i.e. Clarity/
OpenWorkbench) and describe how
they will be used

Select nancial tools to support
budget/cost tracking (i.e. N2K and
local nancial assessment tools)

Incorporate local standards,
procedures and guidelines
where required.
Tips for Success
Know your Contract
Make sure the Planning and Financial
Management procedures reect any
specic delivery milestones, reporting
requirements, payment terms,
nancial arrangements, and any other
contractual obligations. Overall, it is
very important to comply with what
has already been agreed and signed off.
Make sure you comply with
internal reporting requirements
Local rules and procedures may
vary from region to region, so it
is important that the Engagement
Manager is familiar with them
especially when managing a
distributed project. In addition, the
Engagement Manager should work
closely with the Offshore Project
Manager when there is an offshore
element to the project, making sure
that nancial information can actually
be consolidated from end to end.
02.02 Review and Refne
Estimates
At the beginning of the project, it is
important to review the estimates
and assumptions contained in
the last signed Bid Control Sheet
(BCS), to compare them with the
information contained in the last
proposal and signed contract, and to
ensure that they are all consistent,
appropriate, and applicable to the
project. If this is not the case, the
issue must be escalated to the Delivery
Manager, Account Manager and BU/
SBU management so that a new
signed nancial baseline is set. The
Engagement Manager should involve
the Offshore Project Manager when
reviewing any offshore estimates.
Existing estimates and assumptions
should be re-evaluated in the light
of any additional information or
understanding now available.
Things that could have an effect on the
plan and cost estimates are:

Change or renement of the
project scope

Additional information on
requirements and deliverable
expectations

Additional detail provided on
delivery dates and expectations

Changes to assumptions made
during the sales process such
as the technology to be used

Changes to the project constraints

Changes to proposed project
structure/location

Changes to hardware or
software costs

Changes to the size, effort and
resource availability required
for the tasks

Changes of some major project
characteristics requiring the use
of a different estimating model.
Once estimates have been reviewed
and are found to be either still valid
or have been adjusted accordingly,
additional assumptions should be
captured and the new estimates
agreed with the Delivery and Account
Manager. Any signicant differences
will need to be discussed with the
Delivery and Account Managers to
decide on the approach to be taken
and agree the way forward, possibly
escalating to BU/SBU management.
Whilst this activity will be carried out
in the start-up phase of the project to
support the production of the baseline
project plan and project nancials, it
should also be executed at key stages
during the life of the project. This
would usually coincide with the start
of a new phase or the completion of a
major milestone. Estimates become
more accurate the closer they get to
being executed or completed, so it is
important to repeat the activity over
the life of the project to ensure that
the project plan and forecast are as
accurate as possible. The Engagement
Manager will be supported by the
project team members when rening
the Estimates To Complete (ETC) as
they will be closest to the activities and
tasks involved.
The estimating process can be
supported by GREAT, the Capgemini
standard estimating tool. The
Engagement Manager should also
consider getting input from subject
matter experts and estimating experts
to verify the estimating model and
resulting estimates.
In order to complete the exercise as
efciently and accurately as possible
the Engagement Manager should rst
establish the scope and objectives of
the specic estimating activity taking
place. The initial start-up phase review
will cover the whole project but later
reviews may concentrate on specic
work packages, phases or development
iterations. The Engagement Manager
should also ensure that inputs to the
estimating process include the signed
Contract and approved changes,
current project plan, cost actuals,
obligations, etc.
Key Steps

Dene the scope and objectives of
the estimate review (depending on
current project phase)

Conrm that the appropriate
estimating model is being used or
conrm the estimating approach that
will be used going forward

Review the estimates ensuring that
all tasks have been included, that
the size, complexity and effort
required are correct, and that
resource considerations have been
incorporated

Review the assumptions, make
amendments or add any new
assumptions if required

Rene the project estimates based
on the review, amending where
inaccuracies have been identied

Reassess the overall cost to complete
the project (Estimates To Complete)
and compare against the original
sales estimates (or the current
estimates under review)

Identify any signicant variance
which may require involving the
Delivery Manager, the Account
Manager, or even the Client.
Tips for Success
Understand the
contractual scope
It is important that anyone taking
part in the review of estimates
understands the contractual scope
of the project including:

Contract and statement of work

Client requirements that need to be met

Key contractual obligations
(Client, Capgemini and Suppliers)

Work packages to be delivered
by the project

Deliverables (contractual and
other deliverables)

Milestones (deadlines and
delivery points)

Constraints (restrictions that the
project has to work with)

Technologies to be used on the project.
Involve subject matter experts
and third party suppliers in the
estimate review
When reviewing the estimates,
the Engagement Manager should
involve subject matter experts, third
party suppliers, the Offshore Project
Manager and team members where
relevant. This will ensure that the
estimates will be as accurate
as possible.
Ensure that the review covers
all aspects of the project
The Engagement Manager should use
the work breakdown structure (WBS)
that was produced during the sales
process (typically with the GREAT
tool) as the basis for the review.
The review must cover:

All Capgemini contractual
obligations and requirements

Dependencies and constraints
(technical, organisational, etc.)

Tasks for producing all deliverables

Tasks for skill and knowledge
acquisition

Tasks for integration and management
of non-developmental items

Platforms and tools for producing
all deliverables (including hardware,
software, licenses, etc.)

Other expenses (such as travel
expenses, communication costs, etc.)

All management tasks covering risks,
issues, progress reporting, planning, etc.
Be honest and realistic when
reviewing the estimates
It is essential that the estimates
produced are as accurate and realistic
as possible, even if this creates a
variance with the original estimates
and proposal. It is better to identify
these issues early on rather than run
the risk of missing key deliverables
when trying to deliver to unrealistic
deadlines. If the project effort and
costs have been under-estimated,
investigate and identify the underlying
causes and escalate the issue to the
Delivery Manager, Account Manager
and BU/SBU management.
Consider other project costs
when reviewing the estimates
ensure that all project costs are
reviewed including things like
training, infrastructure, expenses, etc.
29
02.03 Produce Baseline Project
Plan and Forecast
The key objectives of this activity
are to conrm that the original cost
estimates and delivery commitments
agreed in the sales process can be
met, and to produce a detailed project
plan and accurate initial forecast. Any
rened estimates produced during the
previous activity will be used as input
to this exercise.
The Engagement Manager should also
consider including contingency items
in both the project plan and nancial
forecast. This will allow a certain
amount of exibility if the actual
progress does not follow the plan. The
project plan and project forecast, in
line with the agreed project budget,
will then be baselined and form the
basis against which the project will be
delivered. The actual baselining occurs
as part of the Governance stream.
Producing the baseline
Project Plan
The Engagement Manager will use
the work breakdown structure (WBS)
and plan produced during the initial
estimation process as a basis and
check it is aligned to the now agreed
approach. It is important to conrm
that the project plan will deliver
what Capgemini has been contracted
to deliver and within the budget
approved for the sale. If this is not the
case then it should be escalated to the
The Engagement Manager will work
with the input of the Offshore Project
Manager and Suppliers to rene the
plan in as much detail as possible.
Initially it will go to a lower level
of detail for the early phases with
a higher level of detail for the later
phases. When producing the project
plan, the Engagement Manager should
ensure that task size and complexity
are understood, task dependencies
are taken into consideration and
the apportioning of the budget is
appropriately addressed.
The Engagement Manager must
also ensure that appropriate work
breakdown structures are used that are
aligned to the relevant management
and delivery methods being used
on the project, and that planning
standards are adhered to. For projects
with an offshore component it is
important that common standards
are used for the WBS items, hours
in working day, holidays, frequency
of updates, etc. The Engagement
Manager should work closely with the
Offshore Project Manager to create a
single instance of the project plan.
The plan should contain all the
activities and tasks required to
generate the project deliverables. It
should also include the additional
activities that are required to
support project management and
administration (risk management,
scope management, issue
management, reporting, etc.) and
other management processes (tasks
for additional quality reviews, team
member training, risk management
activities, and the establishment of
project environment and facilities).
The following list covers the aspects
that should be taken into account, and
the tasks and activities to be included,
when producing the project plan:

All contractual obligations and
requirements

Dependencies and constraints

Tasks required for producing
each deliverable

Tasks required for skills and
knowledge acquisition

Tasks required for tools set-up
and training

Project management activities
(covering all UPM streams)

Specic tasks required for carrying
out quality assurance reviews and audits

Extra delivery activities from the
selected delivery method (e.g.
integration and testing)

Other recurrent, time-consuming
activities (especially meetings and
administration)

Availability of resources (especially
key and critical resources)

Risk mitigation tasks for risks
already identied

Any warranty period agreed
in the contract.
Producing the baseline
Project Forecast
Once the project plan has been
produced, the Engagement Manager
can calculate the project forecast based
on the latest task schedule, resource
availability and estimating information
available. This will then be compared
against the project budgeted costs that
were produced in the sales process
(and documented in the last signed
BCS). Any discrepancy at this point
should be promptly escalated.
When producing the initial project
forecast, the Engagement Manager
must make sure that the following
have been included:

All resources required (including
project support roles)

Any costs relating to the project
environment and infrastructure
(including hardware equipments,
software tools and licences, offshore
facilities and remote working set-up)

Expenses for travel and living costs
(especially for projects involving
distributed resources or non-local
resources)

Communications costs (i.e. where
specic newsletters and brochures
will be produced for users or Client, or
where there may be high telephone
and video conferencing costs due
to the distribution of the team)

Warranty costs when the contract
includes a warranty period.
The Engagement Manager must ensure
that adequate funding is in place for
the total estimated cost at project
completion. The Delivery Manager and
Account Manager should discuss any
serious discrepancies and resolve them
before work is started on the project,
possibly involving the Client and the
BU/SBU management.
Key Steps

Produce Project Plan

Produce Project Forecast

Compare against original plan and
budget produced during the
sales process

Resolve or escalate variances

Ensure adequate funding is in place
for the project to proceed.
Tips for Success
Incorporate contingency into the
project plan and forecast
On any project it is impossible to
know the exact timescale or total costs
at the outset. The only time you can be
sure of the delivery date and total costs
is at the end of the project when it has
been delivered! It is therefore wise to
build contingency into the project plan
and the project forecast to allow for
unexpected events and unanticipated
costs. This gives the Engagement
Manager some exibility to absorb
minor issues, delays and changes.
The contingency should not be used to
accommodate scope and requirement
changes requested by the Client, as
these should be managed through
the Change Control stream.
Consider external dependencies
and build them into the plan
It is important to identify external
dependencies on the project and to
plan accordingly. There may be risks
associated with them and there may
be specic effort required to deal with
them or simply track them.
Ensure all milestones are visible
Any milestones related to the Client
and third parties must be clearly
visible and their dependencies both to
and from Capgemini activities must be
fully understood and agreed upon.
Use work breakdown structures
provided within DELIVER
The work breakdown structures
(WBS) available within the DELIVER
methods should be used as primary
inputs when producing the detailed
project plan.
Consider contractual
agreements when producing
the project plan
check the contract to ensure that
any agreed lead times for document
reviews and response/turnaround
times are incorporated into the plan.
Develop the project plan
jointly with the Offshore
Project Manager
The Engagement Manager and
Offshore Project Manager should work
closely together to develop the project
plan, including all offshore activities. It
is important to make sure that delivery
milestones and phases are in line. Be
careful to include public holidays and
agree the hours per day and any other
details applicable to the offshore team.
Capture any risks, issues
and changes identifed when
producing the project plan
and forecast
As a result of producing the baseline
project plan and project forecast, the
Engagement Manager may identify
risks and issues arising from any
additional assumptions or constraints.
There may also be change requests
if the project scope differs from that
agreed in the sales process. All risks,
issues and changes should be captured
following the procedures from the
relevant streams.
Ensure all project
costs are included
Consider whether there are any
costs associated with the following
that should be incorporated into the
project forecast:

Tools and technologies required to
produce the deliverables

All associated software and hardware
requirements to implement the tools

Licence fees as well as ongoing
maintenance costs

Network access charges

Technical and infrastructure
support costs

File storage and retrieval costs

Cost of training courses, including:

Cost of participants time

Costs associated with locating the
team(s) at the training facility

Cost of communications channels/
events that will be used by the
project to communicate progress to
those external to the project (e.g.
project newsletters, roadshows,
celebrations)

Cost associated with team building
events throughout the project (e.g.
project kick-off, key milestone
celebrations, team meetings and
informal get-togethers)

Cost of facilities and other overhead
costs, such as:

Ofce lease costs (proportional
to the ofce space required to
accommodate the team as well as
security, maintenance and cleaning
charges)

Utilities costs (including phone
charges, electric power, etc.).
Provide expense policy
guidelines
Some policy should be followed or
developed to provide travel and living
expense guidelines for team members
to use during the project. There are
Capgemini global rules and guidelines,
but local policies may also need to be
applied as well as specic contractual
arrangements. Long term partnerships
may also provide alternative expense
policies to be in effect during the
duration of the partnership. Once
created, the expense policy guidelines
should be included in the on-boarding
kit so that all team members are aware
of them.
Review existing and capture any
new assumptions
All assumptions made during the
production of the project plan should
be formally documented and agreed
with the Client. It is also important
to validate existing assumptions to
ensure they are still valid. If any of the
assumptions prove incorrect, it could
have an impact on the effort, time and
cost estimates, therefore it requires
proper control. It is important that
assumptions are agreed, otherwise the
cost of incorrect ones will have to be
covered by Capgemini.
02.04 Track Project Progress
and Financials
This activity concentrates on
capturing actuals (effort spent on
tasks, purchases made, other costs)
and on estimating what remains to
be spent for completing the tasks and
producing the deliverables.
Summing up the actuals spent in all
categories and the estimates to complete,
the Engagement Manager will re-calculate
the total estimate at completion (EAC)
and compare it with the previous
estimate and with the budget. Any
deviation leading to a change in the DVI
is analysed, and corrective actions are
launched if necessary.
The project will rarely progress exactly
according to plan so it is important
to track the actual progress and re-
plan as necessary. This will enable
the Engagement Manager to identify
potential issues and take action before
there is a serious impact on the project
plan and costs.
Time spent must be captured by
asking the team members to ll their
timesheets on a weekly basis. While
doing so, they will also provide their
estimation of the time they need to
complete the tasks they are working
on. This information is then loaded
into the planning tool (usually Clarity),
in which the estimates to complete
the tasks (ETC) are captured as well.
This provides valuable information on
whether the estimates are accurate and
whether there is likely to be a slippage
in the planned completion dates for
the tasks.
In addition, all costs, expenses and
purchases are captured in the Group
nancial tool and possibly in the local
nancial assessment tools as well,
including:

Labour costs

Hire or purchase of hardware

Hire or purchase of software

Personal travel expenses

Various project expenses

Facility rental charges.
All information is then consolidated
in the N2K tool. The Engagement
Manager will synchronise with the
Project Financial Controller on a
regular basis to ensure full alignment
between N2K information (the
delivery view) and the NOP/GFS
accounting system. This consolidated
view will be used as input to the
regular project progress reviews as
dened in the Project Governance
stream, and it includes:

The baseline budget (costs and
revenues per categories)

The days charged to the project and
the production losses

All expenses to date

Estimates to complete (ETC) in days
and in spending

Estimates at completion (EAC)

Forecast DVI.
Any signicant variances between
the current position and the budget
should be discussed with the Delivery
Manager and an action plan agreed.
This may involve the raising of
formal issues or change requests,
and escalation to the Client. The
Engagement Manager should always
keep in mind that the Capgemini
accounting system forms the denitive
record of the nancial performance
of the project.
Key Steps

Record time spent on tasks

Estimate effort to complete
current and future tasks

Record other project costs

Estimate other future costs
in all categories

Consolidate project actuals
and forecast

Compare current estimate at
completion (EAC) with previous
estimate and budget

Compare current status with forecast
DVI and escalate any discrepancies

Ensure Capgemini accounting
systems are accurate and reect
actual project nancial status.
Tips for Success
Ensure accurate time recording
and rigorous forecasting
It is important for time spent on tasks
to be recorded accurately, and it must
be complemented with the capturing
of reliable estimates to complete
current and future tasks. This is key
for piloting the project, and it will
enable to Engagement Manager to
validate the estimates and identify
potential problems early on.
Review project progress on
a regular basis
Regular reviews (weekly or every 2
weeks as a minimum) of the project
progress against the plan will enable
variances as soon as they occur. These
Manager and raised as risks or issues
31
so that formal tracking is in place.
Problems are far more likely to be resolved
with minimal impact on the project if
they are identied at an early stage.
Review project costs on a
regular basis
Regular reviews of the actual project
costs against the project budget and
forecast will enable early identication
of overspend. Variances should be
discussed with the Delivery Manager,
shared with the Project Financial
Controller, and accurately reected
in the accounting system.
Analyse estimates to complete
and take action where required
There may be many reasons why a
task is taking longer than planned and
this needs to be analysed to identify
whether a change request, risk or issue
is required. Possible causes are:

Change in scope

Lack of availability of key resources

Inaccurate estimate of effort required

System down time

Slow system response time
that impacts productivity

User turnaround delays

Development conditions worse
than assumed

Delays caused by unresolved
project issues

Lack of skilled resource

Technical challenges.
Whatever the cause, the Engagement
Manager must decide on a corrective
course of action which must be
documented and possibly escalated to
the Delivery Manager and the Client.
02.05 Report Project Plan Status
and Financial Status
Activity Summary
The Engagement Manager will produce
reports on project progress and
nancials, against the baselined plan
and budget. These reports are input
into the weekly Project Progress Report
and the monthly Project Status Report
as dened in the Project Governance
Plan. They provide a consolidated view of
all pertinent project progress information,
including all offshore aspects.
The Engagement Manager will review
the project progress and nancials
for any unacceptable variances. At
least on a monthly basis, this review
will be done jointly with the Project
Financial Controller, in compliance
with Capgemini nancial rules
(TransFORM).
Action plans to address problem areas
will be discussed and agreed within
the project team, included in the status
reports and later summarised in the
monthly reports produced for Capgemini
management and the Client.
Key Steps

Produce a consolidated view of
project progress and nancials,
including DVI status

Analyse status for variances and
develop action plans to address

Create reports as dened in PGP, to
report on progress and nancial status

Gain approval for reports and
implement actions.
Tips for Success
Make sure the status reports
are based on metrics rather
than gut feel
It is crucial that status reports are
based on unarguable measures and
facts. For example, if you have 20
workshops to complete in 5 weeks,
develop a progress chart that
depicts number of workshops
conducted and hours it takes to
complete each workshop and use
this data as a benchmark for
forecasting the completion of
the remaining workshops.
Keep Capgemini management
informed in real time
It is important to keep the Delivery
Manager and other Capgemini
Management informed of any
variances in the project plan or
nancials as early as possible so that
there are no surprises at the monthly
meetings. They will be able to provide
support and guidance in addressing
the issues.
02.06 Update Project Plan,
Budget and Forecast
Activity Summary
ensure that the project plan, budget
and forecast are being managed
effectively and maintained accurately
throughout the life of the project.
Events may occur that lead to changes
being made to the plan, the budget
(the contracted value), the forecast
(ETC and EAC), therefore impacting
the target contribution and DVI. These
events may be any of the following:

Revised estimates to complete

Authorised change requests
that involve changes in scope or
requirements

Delays caused by late delivery of
hardware, lack of key resource,
network availability issues, late
client approval or decisions

Supplier delays in delivery of
hardware and software

Change in cost estimates for
resources or procurement items.
These events need to be reected as
appropriate in the project plan and
nancials. The updated plan and
nancial status should be compared
against the baseline values to
determine whether there are signicant
variances which may require corrective
action and/or escalation.
In case of a change request from the
Client, the Engagement Manager
should carefully assess the various
impacts it may have on project
plans and nancials, so the Account
Manager can negotiate the related
contractual change. Once signed off,
the project plan, budget and forecast
will be updated to a new baseline
incorporating the approved change
request. A new target contribution
will be set, taking into account the
new contracted value and estimates
at completion, thus also setting a new
DVI baseline.
Independently of those events, the
Engagement Manager should review
and update the project plan on a
regular basis as dened in the Project
Governance Plan. The Engagement
Manager is responsible for providing
the overall estimates to complete for
the project, which should include
inputs from the Offshore Project
Manager. This ETC is calculated from
the revised estimates for work-in-
progress and future tasks.
then calculate the total estimate at
completion (EAC) and determine the
impact it may have on the overall
forecast contribution and DVI. This,
together with a summary of progress,
will be discussed at the various
progress and status meetings as
dened in the PGP.
A revised ETC should be produced
for each new phase of the project or if
there has been a major change in the
project. When this impacts the current
project plan in a signicant way, a
new baseline plan and/or budget may
be decided by BU/SBU management,
possibly involving the Client.
Where there is an offshore element
to the project, the Offshore Project
Manager should work jointly with the
Engagement Manager to provide the
updates and estimates for the offshore
team. The Offshore Project Manager
will contribute to the progress
meetings and create/implement
necessary action plans.
Key Steps

Identify events and changes that may
affect the project plan and nancials

Assess impact on project plan and
nancials

Update project plan, budget and
forecast as necessary

Identify variances which must be
reported and/or escalated.
Tips for Success
Review the project contribution
on a regular basis
Changes to the project forecast as
a result of re-planning, estimate
adjustments or other changes to the
project will have a direct impact on
the project contribution if the project
budget (the contracted value) remains
unchanged. The project contribution
Manager, Account Manager and Project
Financial Controller in the light of any
events that cause the ETC to increase
or decrease. An increase will result
in reduced contribution (negative
DVI), while a decrease will result in
an increase in project contribution
(positive DVI). Action plans should be
put in place immediately to address
negative DVI.
Keep close to the plan and
monitor updates
The Engagement Manager is
responsible for managing the plan and
tracking the progress of the project.
On larger projects there may be a
plan owner who will update the plan.
It is important that the Engagement
Manager monitors updates and is
responsible for the starting and
closing of tasks, tracking progress
and identifying risks and issues,
monitoring external dependencies and
commitments, and ensuring that the
plan gives an accurate representation
of progress. In particular, the
Engagement Manager is responsible for:

Using the dened entry and exit
criteria to authorise the initiation and
determine the completion of the tasks

Monitoring the activities that could
signicantly affect the actual values
of the project planning parameters

Tracking the project planning
parameters using measurable
thresholds that will trigger
investigation and appropriate actions

Monitoring product and project
interface risks, and managing
internal/external commitments.
Ensure the plan is up to
date and accurate
The Engagement Manager will require
progress data and estimates from the
project team members, team leads
and the Offshore Project Manager. On
larger projects, there may be a master
plan and lower level detail plans
maintained by the team leads. The
Engagement Manager must ensure that
the master plan is kept in line with the
detailed plans and that an accurate view
of progress is maintained at all levels.
Ensure changes to plan are
refected in the fnancial forecast
Any changes to the project plan
are likely to have an impact on the
estimates to complete (ETC). Revised
estimates, delivery dates, additional
activities and changes to the resource
prole will all have an effect on the
ETC. The Engagement Manager
should always review the project plan
and the nancial forecast together to
ensure changes are accurately reected
in both, therefore maintaining an
accurate view of the forecast DVI.
33
Understand variances
Where there are variances, investigate
the cause, document the reasons and
prepare an action plan to address the
problem if necessary. If the variances
need to be discussed with the Delivery
Manager, Account Manager or the
Client, it is important to understand
the causes and have options prepared.
Client Invoices
Activity Summary
Client invoicing and payment terms
will be detailed in the contract and
Project Governance Plan, and the
procedures will be established during
the start-up phase of the project.
This activity involves following those
procedures to ensure that client
invoicing is carried out on time and in
accordance with the agreed terms, and
that payment of invoices is received
in a timely manner according to the
contracted payment terms.
Draft invoices, raised by the Project
Management Ofce (PMO) or
Capgemini nance unit, should be
checked by the Engagement Manager.
Any errors must be corrected before
the invoice is approved. Once
approved the nal invoice is raised
by the Capgemini nance unit,
logged in the client invoice log by
the Engagement Manager, and then
submitted to the Client.
then track the invoice through N2K
and ensure that payment is made
in accordance with the terms and
conditions of the contract. Invoice
and payment status should be reported as
part of the monthly Project Status Report.
Unpaid invoices should be escalated
to the Delivery Manager and Client
for resolution and payment. If they
remain unpaid, then the matter should
be escalated to the Account Manager
Key Steps

Create draft invoice (PMO or
Capgemini nance unit)

Verify the invoice is correct or
request correction

Approve invoice for raising

Create nal version of client invoice

Record details in the Client Invoice Log

Submit invoice to the Client

Track payment of invoice

Escalate unpaid invoices

Update project nancials.
Tips for Success
Ensure invoicing and other
fnancial information is kept
confdential
All invoicing information is
condential and is not to be shared
with anyone outside of Capgemini,
other than appropriate client
representatives or client accounts
payable personnel. Internal invoicing
rate structures or engagement
protability information should never
be shared with anyone outside of
Capgemini, without explicit approval
of Capgemini management. When
working on a client site it is important
to keep the nancial and invoicing
information secure. Care must be
taken not to leave reports containing
internal condential information on
client printers or lying around where
unauthorised people can access them.
Establish a good working
relationship with the Client
accounts payable team
The payment of invoices is often
handled by people who are not part
of the client project team. There will
usually be a person in charge of project
nances on the client project team
who then submits or authorises the
invoices for payment to the accounts
payable department. It is useful to
establish contact with all parties in the
payment chain so that issues can be
investigated and resolved before the
invoices become overdue.
Check draft invoices with the
Client before creating the fnal
invoices
In order to avoid delays in payment
and rejected invoices it is useful to
check what the Client is expecting
to be invoiced against the project
nancials and draft invoice. In this
way any discrepancies can be resolved
before the actual invoice is submitted
to the Client. Accuracy in the invoices will
remove the need for credit notes which
are often problematic and cause delays in
processing payment from the Client.
Ensure accuracy in billing versus
time charged
If you are using subcontractors or
offshore delivery, it is critical to cross-
check time sheets against time actually
recorded, to ensure accuracy in the
billing against the time charged.
Set up invoice triggers against
milestones and deliverables
If the contract has milestone-based
billing, the Engagement Manager
needs to be diligent on the preparation
and acceptance of deliverables and
milestones in order to trigger the
relating invoices.
and Procurement Invoices
Activity Summary
The objective of this activity is
to ensure that all supplier and
procurement invoices are processed
in an efcient and timely manner.
The approach for processing invoices
and the payment terms will be
in the supplier contract, and the
procedures to be followed will be
in the procurement and supplier
management section of the Project
Governance Plan or in a separate
document. These will have been
established during the start-up phase.
If there is more than one supplier
then there may be different invoicing
arrangements for each. The different
arrangements should be captured
in the Supplier and Procurement
Management Procedures and then
followed by the Engagement Manager.
verify that the services or items have
been provided in accordance with
the invoice and agreed terms before
approving the invoice for payment.
The invoice is then sent to the relevant
Capgemini accounting team for
payment. Invoice information should
be recorded and tracked to ensure
that accurate cost information is
maintained.
Key Steps

Receive supplier invoice, verify
details and log the information

Check contractual payment terms,
payment schedule and conditions
for that supplier

Verify that the items or services have
been received as required

Approve invoice payment and submit
to Capgemini accounting team

Update project nancials.
Tips for Success
Verify agreed terms have been
satisfed before authorising
supplier invoice payments
check the agreed payment terms and
arrangements in the contract to ensure
that all requirements have been met
before authorising invoice payments.
Checks may include:

The invoice matches the agreed
payment schedule

The invoice provides sufcient detail
regarding the goods or services received

The invoice amount matches what is
expected for the goods or services

Deliverables linked to the payment
have been submitted and acceptance
documentation completed

Items have been delivered, checked,
installed and tested as appropriate.
Ensure the acceptance criteria
are linked to invoice payment
and are clearly stated
If supplier invoice payments are linked
to specic services or deliverables, the
conditions to be met by the supplier
before payment can occur must be
clear and agreed in advance. They
should link to the acceptance criteria
for the services or deliverables in
question. For example:

A scheduled payment could be
linked to a number of deliverables
that must each have an acceptance
certicate signed

A service must be supported
by approved timesheets and
expenses receipts

Hardware delivered, installed and
working to the satisfaction of the
Engagement Manager

Software to have no serious defects
and fewer that an agreed amount
of minor or cosmetic defects.
02.09 Complete Planning and
Activity Summary
At the end of the project, the
Engagement Manager should ensure
that the project plan and nancials
are up to date and reect the position
of the project. They should also
ensure that any recommendations on
improving the Planning and Financial
Management procedures and tools are
captured and submitted so that other
projects may use them.
Before the project is closed down,
all the planning and nancial
management activities should be
completed. This includes all Client
invoices raised and paid with the
possible exception of the nal invoice.
There should be no outstanding
supplier invoices and any unused
cost accruals or unbalanced purchase
receipts should be released.
If the project is to be handed over to
someone responsible for warranty
or support of the solution, the
Engagement Manager should transfer
all appropriate documentation
including up to date plans, nancial
information and supporting
documentation.
The Engagement Manager will have
collected valuable planning and
estimating information during the
life of the project and this should be
submitted to the regional estimating
team. Information relating to
estimated/actual effort and estimating
techniques used is key to helping
them rene and enhance existing
estimating models and will improve
the estimating accuracy of similar
projects in the future.
35
Tools to Support
Management If there is an offshore element to the
project, the Engagement Manager
should discuss and document
lessons learnt and suggestions for
improvement with the Offshore
Project Manager.
Key Steps

Ensure nal client invoice is raised

Ensure all client invoices except the
last have been paid

Ensure all supplier and procurement
invoices have been paid

Capture lessons learned and
suggestions for improvement

Ensure all planning and nancial
documentation is up to date and
brief the Client on the status

Handover plan and nancial
information to person responsible
for warranty or support

Prepare and submit estimating
information and suggestions to the
regional estimating team.
Tips for Success
Capture and submit actual effort
into GREAT
Agreed project measures and effort
actuals should be provided to the
estimation experts. These will be
used to rene the estimating models
and make them more accurate for
future projects.
Estimating Tool
Producing accurate effort and cost
estimates is best supported by the
use of a tool. GREAT is the mandated
Capgemini Group Estimation Tool.
The tool provides a full project
perspective and supports effort
estimation for different types of both
bespoke and package solutions.
GREAT is calibrated based on actuals
from past projects, and it incorporates
various onshore/offshore scenarios.
GREAT is also integrated with Group
delivery methods and tools, such as
DELIVER and Clarity. By feeding the
project metrics back into the tool
once the project is nished,
the accuracy of the estimates
is continuously improved.
Planning Tool
Capgemini group tool to be used
wherever possible for creating and
managing the project plan, allocating
resources and estimated effort to
tasks, and capturing actual effort and
estimates to complete. Clarity also
provides functionality to manage
risks, issues and changes which will
enable the impacts of these to be cross
referenced, reected and tracked in the
project plan.
Financial Tool
The project must use N2K in addition
to the local nancial assessment tools
specied for the region. N2K is the
Group forecasting and reporting tool,
associated with the Group NOP/GFS
accounting system, which provides a
comprehensive view of the projects
essential gures. It allows Engagement
Managers and others involved in the
project to have access to consolidated
project nancial data:

Project budget (contracted value,
estimated cost, target contribution)

Project actuals and forecast
(including estimate to complete and
estimate at completion)

Invoicing, billing and other costs

Actual contribution and delivery
value improvement gures.
Understand the Importance of
Producing Accurate Estimates
Estimating is essential for
understanding the scope and size
of the work. Project estimates are
used for:

High-level and detailed-level
project planning

Gaining approval for a project or
stage, or for a change request

Forecasting completion dates
and costs.
A good estimate is one where:

We have an acceptable level of
condence that the estimate wont
be exceeded

The baseline requirements are
documented and agreed

The baseline solution is documented
and agreed

The project products and tasks
necessary to deliver them are
identied and dened

The estimate covers everything
necessary to meet the requirements

The estimates have been produced
by experts

The estimating assumptions are
documented and are adjudged to be
reasonable

The cost-drivers are identied (those
small number of elements that
account for most of the cost), and at
least these items are under-pinned
with binding quotations

Resource, cost and time estimates
are underpinned by agreements with
the suppliers

Estimated timescales are the result of
a formal planning process

The quality of the estimate and the
experience of the estimators have
been classied, and the estimate is
the best assessment we could make
in the circumstances

A risk assessment has been carried
out, and the plans modied
accordingly

The necessary time and cost
contingencies have been identied

The estimates have been validated,
and sanity checks have been applied

The estimates are structured in such
a way that they can be updated with
actuals and estimates to complete
during project execution.
Review Estimates with Team
Members
When producing the detailed task
level plan, the Engagement Manager
should consult with the relevant Team
Leads and Project Team Members
likely to carry out the work or Subject
Matter Experts who have experience in
similar type of work. This will provide
increased accuracy and condence in
the estimates and plan. This may also
ensure that the project team members
are happy with delivering to the plan.
Beware of Hidden Costs
that all costs associated with the
project are actually included in the
project nancials. Common costs to
miss are:

Costs associated with the physical
facilities, especially on offshore sites

Additional communication and
travel costs for distributed projects

Travel and accommodation expenses
where non-local resources are used

Purchase costs, licenses and training
for software tools to be used on
the project (both development and
support tools)

Costs associated with any hardware
and equipment required (including
installation, licences and training
as well)

Potential higher costs of specialist
or scarce resources

Increased time, effort and costs
required for projects with high
or special security requirements
(particularly when this implies
separate development and testing
facilities)

Time and effort required for
project team members to attend
progress meetings, workshops,
communications meetings,
document reviews, quality assurance
and audit activities.
Include Sickness and
Non-Availability in Estimates
When producing the Project Plan, it
is important not to schedule resources
at 100% utilisation since this does
not allow for sickness and unplanned
absence. Building in a contingency for
unplanned absence will provide some
exibility and prevent the plan from
slipping as soon as this occurs.
Consider Public Holidays and
Time Differences
incorporate public holidays into
the Project Plan. Where the project
is distributed and the sites are in
different countries, it is important to
ensure that local public holidays are
included for the team members based
in those locations. The Engagement
Manager may also consider allowing
additional time in the plan where the
sites are based in countries in different
time zones.
Document all Planning
Assumptions
capture all assumptions made
during the planning process. These
should be checked with the Client.
The Client will then either conrm
them or correct them. Any incorrect
assumptions should be corrected and
changes reected in the plan.
For example, a planning assumption
may be that client resources will be
available full time (5 days a week).
The Client may correct this by saying
that they will only be available 4 days
a week. The Engagement Manager
must change the assumption and
reect client resources availability as
4 days in the plan. This may extend
the duration of some activities
requiring those client resources.
37
General Guidance
Build Contingency into the
Project Plan
Projects rarely go as planned, so it
is wise to build contingency into the
Project Plan. Contingency can be
represented in several ways,
for example:

Explicit contingency tasks may
be added into the plan at the
appropriate points

A single project contingency task
may be added to the plan

Contingency can be added into the
work effort assigned to each task.
Keep these considerations in mind:

Use contingency at your discretion

Manage the contingency budget just
like other budget items.
Contingency values should be based
on the uncertainty and risk associated
with the project, and reviewed with
the Delivery Manager and Account
Manager. Contingency is a valid
aspect of the planning process,
therefore it should not be
negotiated away or hidden.
Do not Mix Resource
Constraints and Task
Dependencies
Resource availability and task
dependencies are separate and
independent constraints on a
Project Plan. When developing the
dependency network, try not to
consider resource constraints. Mixing
resource availability considerations
with task dependencies creates a
less exible plan and increases the
effort required to maintain or revise
it. It is much better to develop a
robust dependency network that is
unconstrained by resources and then
add the resource constraints using
the resource management features of
your project planning software, such
as resource availability, calendars, and
resource smoothing.
Secure Confdential Information
It is important to ensure that internal
or condential planning/nancial
information is kept secure. Internal
rates, protability margins and
internal costs should not be shared
with Clients or Suppliers. Supplier
information should not be shared
with the Client unless explicitly
agreed in the contract. Care should be
taken regarding printing and storing
information whilst working on a
client site. Condential information
should not be stored on the client
network. The Engagement Manager
or anybody else on the project should
be very careful when sharing plans
that are work in progress, containing
unapproved changes or what-if
scenarios.
General Guidance
When dealing with project
fnancials, the Engagement
Manager must ensure that
all costs associated with
the project are included in
the actuals and forecast
Project Team Members
The Project Team Members are
responsible for:

Providing and validating estimates

Capturing actual effort spent on
tasks in a timesheet

Providing estimates of effort to
complete current and future tasks.
Engagement Manager
responsible for:

Reviewing the estimates and
estimating assumptions used in
the sales process

Reviewing and validating the project
plan and project budget produced
in the sales process

Creating a project baseline
(project plan and project forecast)

Reviewing and rening the estimates
and plan on a regular basis

Capturing actuals, estimates
to complete and other costs in
planning and nancial tools

Updating project forecast and
reporting on progress against
baseline plan and budget

Identifying plan/cost variances
and actions to address them,
and escalating as appropriate

Consolidating planning and
nancial information in preparation
of intermediate progress review
meetings and monthly project
status review

Raising and tracking client
invoices and payment

Validating and authorising
supplier invoices

Handing over nancial and
planning information to the
appropriate person.
The Offshore Project Manager is
responsible for:

Reviewing the offshore estimating
model and estimates

Reviewing and rening the offshore
part of the project plan and cost
estimates

Managing the offshore part of the
project plan and project nancials

Capturing actuals, estimates
to complete and other costs in
planning and nancial tools

Rening and validating project
plan and estimates during the
project based on actuals/forecasts

Gathering lessons learnt at the
end of the project.
Client
The Client is responsible for:

Agreeing baseline plan and budget

Attending progress meetings

Providing support in resolving any
plan and cost variances relating
to the Client

Validating and paying invoices
on time according to the agreed
payment terms.
Delivery Manager
The Delivery Manager is
responsible for:

Reviewing and validating baseline
project plan and costs

Reviewing progress and nancial
status with the Engagement
Manager on a regular basis

Supporting the Engagement
Manager in investigating
progress and cost variances

Signing off cost variances escalated
by the Engagement Manager

Discussing planning, nance
and invoice issues with the
Account Manager.
Account Manager
The Account Manager is
responsible for:

Manager in investigating progress
and cost variances

Resolving client invoice
payment issues

Resolving issues with project
cost and plan variances that
would have an impact on the
protability margin.
Project Financial Controller
The Project Financial Controller is
responsible for:

Manager in getting an accurate
nancial view of the project

Raising draft and nal client invoices

Receiving and paying supplier
invoices

Helping the Engagement Manager to
produce the nancial status reports
for the project

Investigating and resolving nancial
discrepancies between the project
and Capgemini nances.
39
There are strong links between the
stream and several other streams:

denition of the baseline project
scope and requirements on which
the project cost, time and effort
estimates will be based. Changes
in the scope or requirements will
require changes to the Project Plan
and Project Budget.

includes the denition and
production of the PGP which
needs to contain or refer to the
Procedures. It also denes the
progress reporting that the Planning
and Financial Management stream
will input to.

The Change Control stream will
provide the approved changes to
be incorporated in the Project Plan
and Project Financials. In such
cases, the Planning and Financial
Management stream will provide
information on the impact of the
change requests in terms of cost,
effort and time estimates.

The Issue Management stream
covers project issues which will
be raised where variances in the
project plan or project forecast
are identied.

The Risk Management stream
covers project risks which will
be raised where the Engagement
Manager identies potential issues
in the planning and nancial areas.

Management stream will link
with the Financial and Planning
Management stream regarding the
tracking and payment of suppliers
and procured items.

The Communications Management
stream will link with the Planning
and Financial Management stream
for progress and nancial reporting.
internal use only.
40 Planning & Financial Management
Resource Management
This document gives guidance on how to develop Resource
Management Procedures and to effectively recruit, allocate and
manage resources on a Capgemini project. The project team can
consist of Capgemini employees, external contractor resources,
client resources and supplier resources.
C
h
a
n
g
e

C
o
n
t
r
o
l

Q
u
a
l
i
t
y

M
a
n
a
g
e
m
e
n
t
C
o
m
m
u
n
i
c
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
C
o
n
g
u
r
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e

M
a
n
a
g
e
m
e
n
t
K
n
o
w
l
e
d
g
e

M
a
n
a
g
e
m
e
n
t
P
r
o
j
e
c
t

G
o
v
e
r
n
a
n
c
e
R
e
s
o
u
r
c
e

M
a
n
a
g
e
m
e
n
t
R
i
s
k

M
a
n
a
g
e
m
e
n
t
I
s
s
u
e

M
a
n
a
g
e
m
e
n
t
S
u
p
p
l
i
e
r

&

P
r
o
c
u
r
e
m
e
n
t

M
a
n
a
g
e
m
e
n
t
P
l
a
n
n
i
n
g

&

F
i
n
a
n
c
i
a
l

M
a
n
a
g
e
m
e
n
t
S
c
o
p
e

&

R
e
q
u
i
r
e
m
e
n
t
s
M
a
n
a
g
e
m
e
n
t
C
l
i
e
n
t

R
e
l
a
t
i
o
n
s
h
i
p
M
a
n
a
g
e
m
e
n
t
DELIVER
TM
guidance on how to
Resource Management
process and manage all
resources working within
the project team. It
should be read and used
in conjunction with the
Resource Management
the Unifed Project
Management method.
What is Resource Management?
Resource Management is the
process for managing the planning,
recruitment and allocation of team
members on a project throughout
the life of the project. It also covers
how team members will be managed
whilst working on the project and
released when they have completed
their assignments.
Resource Management begins in the
Start-Up phase with the denition of
the procedures and initial resource
requirements. During the course of
the project, the Engagement Manager,
or Team Leads, will manage the
project team members using the
dened procedures. These include
on-boarding, training and coaching,
performance management, reviewing
the assigned tasks, optimising the
performance of the project team,
replacing or releasing team members
and requesting new resources.
The procedures will have to take
into account the specic set-up and
structure of the project and could
result in a number of variations
depending on type of resources,
location and whether the project is
spread over multiple sites. For small
projects, the Resource Management
Procedures can be captured in the
Project Governance Plan (PGP), for
larger projects, separate documents
will be produced and cross referenced
from the PGP.
The project team can consist of
Capgemini employees, external
contractor resources, client resources
and supplier resources. There will
be a different process for requesting
and recruiting resources from each of
these sources and it is important to
identify and capture this at the start of
the engagement. External contractors,
when present, may have specic
contractual arrangements, which will
be managed through the Supplier and
Procurement Management stream.
Other responsibilities within the
scope of the Resource Management
stream are:

the creation and maintenance of
the project organisation chart

the denition of roles and
responsibilities on the project

the denition of specic terms
of reference for individual
team members.
The main control document of the
Resource Management stream is the
Stafng Plan, which consolidates
resource needs in terms of roles,
responsibilities, skills and experience,
number of resources, timescales,
effort, etc.
The Engagement Manager, Offshore
Project Manager and Team Leads will
manage resources using the dened
procedures, making sure they maintain
a detailed current and future view of
resource requirements across the
entire project.
Why have Resource
Management?
Successful project management
involves the effective management of
all dimensions of a project: resources,
time, money, scope, requirements,
quality, etc. All these elements are
interrelated and all must be managed
effectively together if the project is
to be a success. In many ways the
resources making up the team are the
most important part of any project,
and the way those resources are
managed can often have the biggest
impact on the success or failure
of the project.
Resource management allows the
Engagement Manager to be proactive
rather than reactive when it comes to
acquiring and releasing resources on
the project. Without the ability to plan
ahead and incorporate recruitment
Resource Management 42
Introduction
43
time, training needs and any extended
on-boarding lead times into the project
plan, the project would be exposed
to unanticipated delays which could
jeopardise its success. Resource
shortages may cause delays in the
production of deliverables, training,
implementation or roll-out activities
and have a serious impact on both
costs and quality.
Resource Management enables
the Engagement Manager to plan
and control the resourcing of the
project. This in turn allows forward
management of the resourcing
requirements, leading to early
identication of risks and potential
problems, and the ability to dene
appropriate contingency plans in
the event of stafng problems.
Over the life of the project, the
resource requirements, including
numbers, roles and skill proles,
change according to the phase of the
development. It is key to plan ahead
and have a picture of the resource
requirements over time in order to
anticipate the skills required. There
may be long lead times in obtaining
some types of resource because of
visa and work permit requirements or
scarcity of skills. If these skills are not
readily available then training plans
can be put in place without affecting
the project milestones. All these factors
must be built into the Project Plan and
Stafng Plan in order to provide some
degree of certainty in the ability to
deliver on time and to budget.
Resource Management also involves
the creation of repeatable processes for
resource related activities that occur
many times over the course of the
project, thus saving time and effort
and avoiding reinventing the wheel
each time. Such activities include the
on-boarding of new team members
and the release or replacement of
existing team members. It is important
to give new members of the project
team a good introduction to the
project, its background, goals and
objectives, as well as the housekeeping
procedures such as obtaining a pass
and login id, completing timesheets,
etc. These are captured in the on-
boarding kit developed at the start of
the project and updated as procedures
change. If a project is spread across
multiple locations, the kits may need
to be tailored for specic locations.
Equally, if the procedures differ for
different types of resource (i.e. client
or contract resources) then the kit will
have to be further tailored or at least
include the variations.
Equally, the role completion process
needs to launch the activities
required to complete knowledge
transfer and role handover to the
support team or to a new project. It
will include the administrative and
housekeeping activities, and describe
who should be informed and what
client or other sign-off is required
to indicate that handover has been
completed satisfactorily. As with the
on-boarding kit, the steps, process
and checklists will need to be tailored
for the different locations and types of
resource as required.
Management
Activity Summary
The Resource Management stream
begins with the denition of the
procedures that will be followed on
the project and the identication of
resource providers to the project. The
procedures will either be included in
the Project Governance Plan (PGP) or
be a separate document, depending on
the size and complexity of the project
and its structure. Procedures will
be dened for:

Requesting resources

On-boarding process

Releasing resources

Training and coaching

Task allocation and team
optimisation

Team member evaluation.
identify the different types/sources of
resources that will make up the project
team. Some resourcing options may
have already been assessed, or even
conrmed, as part of the sales process.
Project resources may be sourced from
a number of providers:

The Capgemini home unit

Other Capgemini units
throughout the group

The Client organisation

Capgemini partners (alliances)

External resource providers
(contractors).
Each resource type, including offshore,
client and supplier, may require a
variation in the dened procedures.
In the case of client and supplier
resources, the procedures may need
to link in with existing tools and
processes already dened within the
other organisations. For offshore
resources, the Engagement Manager
will work with the Offshore Project
Manager to dene the procedures and
types of resources required. There will
be a number of dual location roles,
or onshore to offshore transitioning
roles, required on the project. This
will depend on the overall delivery
approach developed during the
sales process and rened in the
Start-Up phase.
Resource Management Process
Start-Up Phase
Management
03.02 Acquire
Team Members
03.03 Assign
Team Members
03.04 Review Task
Allocation
03.05 Conduct Team
Member On-Boarding
Execution Phase
03.02 Acquire
Team Members
03.03 Assign
Team Members
03.04 Review Task
Allocation
03.05 Conduct Team
Member On-Boarding
03.06 Optimise
Team Performance
03.07 Conduct Team
Member Release
03.08 Assess
Changes To Team
Close-Down Phase
03.07 Conduct Team
Member Release
03.09 Complete
Resource
Management
The Resource
Management stream
within the UPM method
is broken down into a
number of activities.
This section provides a
summary of each UPM
activity together with a
list of the key steps and
tips for success.
45
The Engagement Manager will also
select the tools that will support
Resource Management throughout
the project. These tools will need to
synchronise with the relevant parties
(Capgemini, Client, Suppliers, etc.).
There may be a need to maintain
consistency across local stafng
tools and the project Stafng Plan,
and the evaluation of team member
performance may have to be done
using the tools in place in their
home unit.
A Stafng Plan should be produced
showing the resource usage across the
project. It should contain:

Denition of all roles and associated
responsibilities

Desired experience and skills
required

Number of resources

Timescales for when the resources
will be required

Anticipated workload for the
resources

Project organisation chart

Performance review plan.

The Stafng Plan should be
maintained throughout the life of the
project, as any historical data from
the project might be re-used in future
projects. The Stafng Plan should
also be kept consistent with the
resource scheduling information
stored in Clarity.
The Engagement Manager will create
a Team Prole and then detailed Team
Member Proles that provide resource
requirement details. It is useful to
carry out a project decomposition
exercise beforehand, breaking
the project into tasks, roles and
responsibilities, and produce a Roles
and Responsibilities Matrix. This will
provide clarity on who will do what
on the project.
Key Steps

Review and Tailor Resource
Management Procedures

Select Resource Management Tools

Identify Resource Providers

Initiate Stafng Plan.
Tips for Success
Understand the different
procedures to be followed for
acquiring resources
consider any specic client or supplier
procedures that need to be followed
for acquiring resources. These should
be built into the Resource Management
Procedures document.
Delegate offshore recruitment to
Onshore involvement in recruiting the
offshore resources should be limited
to the Offshore Project Manager
and possibly key Team Leads; the
Offshore Project Manager should take
responsibility for recruiting the rest
of the team.
Ensure a spread of resources
and skills are located onshore
and offshore
There should be a good representation
of offshore project team members
across the different project areas,
based on the size and complexity of
the project. No project area should be
entirely assigned to only one shore.
Assess the risks relating to
resourcing and develop
action plans
The Engagement Manager needs
to pay particular attention to
resource planning in the
following circumstances:

When working on a distributed
project including offshore elements

Where a large number of the same
type of resource is required

Where the types of skills required
are rare or specialised

When resources are shared with
another project.
It is important to assess the risks
and impact of not being able to get
the right resources in the right place
at the required time, and then put
contingency or mitigating plans in
place. These could include organising
training or getting resources from
another location/source instead. The
Engagement Manager and Offshore
Project Manager must work together
to ensure that realistic plans are
produced and that risks in key areas
are identied.
Create an organisation chart
for the project
It is always useful to produce and
maintain a Project Organisation Chart.
This will give a good overview of the
team structure, the distribution and
the location of the different resources.
The chart can be colour coded to
identify the various types/locations of
resources working on the project.
Activity Summary
Wherever possible the core members
of the project team should be
identied and allocated during the
sales process. In this way some level
of continuity will be maintained in the
Sales to Delivery handover.
The acquisition of Team Members
is the joint responsibility of the
Engagement Manager and the
Delivery Manager.
The recruitment processes will only
cover resources that fall under the
direct management of Capgemini.
Resources obtained from external
providers and the associated
contractual arrangements will be
managed by the Supplier
and Procurement Management
stream.
If the project has an offshore element,
then one of the key appointments
is the Offshore Project Manager. In
some cases the role will have been
identied and assigned during the
sales process as one of the core team
members. In other cases, the role will
need to be assigned as soon as possible
as the Offshore Project Manager will
take responsibility for recruiting the
remainder of the offshore staff as well
as contributing to the denition of the
processes and procedures related to
the offshore elements of the project.
The Engagement Manager should take
time to recruit this role and ensure
both parties are condent that they
will be able to develop a strong and
close working relationship.
The initial recruitment and assignment
of resources will be completed in the
Start-Up phase of the project. After
that, resource requirements will be
identied from the project Stafng
Plan and from new requests provided
by the project team leads. The Stafng
Plan will need to be continuously
updated to reect the actual resources
on the project and any changes to
the planned resources.
play a key part in recruiting and
interviewing team members, but
will be supported by the Offshore
Project Manager, Team Leads and
Client as appropriate. Once resource
requirements have been conrmed,
they should be requested following
the appropriate company procedures
as detailed in the Resource
Management Procedures document.
The Engagement Manager will create a
shortlist of potential candidates, taking
into account their availability as well
as their suitability to the role and skill
set. Interviews will be carried out by
the Engagement Manager, Offshore
Project Manager or Team Leads as
appropriate, and team members
selected for the various roles.
Depending on the resources that have
been selected for the project team and
the type of project that is run, there
could be a number of administrative
tasks that need to be completed in
advance of the resource joining the
team. These include:

Inter-company agreements

Professional service contracts

Work permits/visas

Client specic authorisations.
Key Steps

Submit Request for Resources

Produce Short List of Potential
Team Members

Interview Potential Team Members

Select Team Members

Complete Administrative Tasks

Update Stafng Plan.
Tips for Success
Consider recruiting lead times
for different resource types
When recruiting resources, it helps
to give as much notice as possible to
Capgemini and any other resource
management teams, in order to satisfy
the requirement on time and ensure
that the person has the right skills
and experience. Resource availability
can be unpredictable and changeable,
so it is also advisable to consider
alternative arrangements should the
expected resources not be available.
Careful consideration should also be
given to the lead times in acquiring the
different types of resources.
Monitor the resource
requirements, types and sources
The complexity of managing the
plan increases when the team is
distributed, uses international or
offshore resources, or uses resources
from a large variety of sources. The
Engagement Manager will need to
monitor the plan closely and anticipate
issues in order to prevent any impact
on the project plan and the ability
to deliver.
Complete administrative
tasks in advance
Once the team members have been
selected, the administrative tasks
can be started. It is important to
ensure that IDs, passwords, badges,
accommodation, etc. have all been
requested in advance, as their late
arrival could prevent the active
involvement of the new resources.
Additional considerations may be
applicable when using resources from
other units or countries, such as visas
and work permits, which may take
some time to process.
Involve the Client if appropriate
For some roles, if there is a large
amount of client interaction required,
it may be appropriate to introduce the
team member to the Client during the
selection process. This could be in an
informal meeting or a n interview.
Work closely with the Offshore
Project Manager
For projects with an offshore team,
the Engagement Manager and Offshore
Project Manager must ensure that
offshore team members are acquired
in a timely manner and that any
administrative formalities are handled
appropriately, such as:

Checking on resource details, including
availability dates and skill levels

Making allowance for appropriate
lead times for visa processing in case
of resources travelling to onshore
location (refer to country specic
mobility guidelines to get typical
lead times)
47

Keeping in mind that recruitment of
a person in offshore countries takes
anywhere between 6 to 12 weeks
depending on the level and
skills required

Informing each other about any
deviation in the roll-in or roll-off
dates from the Stafng Plan.
Activity Summary
develop a Roles and Responsibilities
Matrix for the overall project that
determines accountability and
responsibility for the key tasks on
the project. It may be the case that
Team Leads will develop Roles and
Responsibilities Matrices for their
respective teams.
The Engagement Manager will then
assign roles to team members. They
must ensure that the resources
assigned to a specic role understand
their role, the organisational structure,
expectations and performance criteria,
and that they have the appropriate
authority to perform the assigned
responsibilities.
Wherever possible, each person should
be assigned to a single role on a single
project (full time) to reduce possible
conicts of schedule or conicts of
time demand on that person.
Where there is an offshore team, the
Offshore Project Manager will work
closely with the Engagement Manager
in dening the roles and assigning the
offshore team members. The Roles
and Responsibilities Matrix covering
the whole project team should be
reviewed periodically to ensure that
the integrated onshore/offshore team
structure is working effectively.
review the technical and team-
related skill requirements and ensure
that the team has the right balance,
including client team members. The
Engagement Manager must then
identify and plan any training or skills/
knowledge transfer requirements.
This could include refresher courses
in the technology or business
processes involved, or more general
team building training to increase
effectiveness of team working.
Individual training and coaching
plans should be created for each
team member, capturing the training
and coaching requirements that will
enable them to full their role and
responsibilities. The Engagement
Manager should assess the impact
that the training and coaching
requirements will have on the project
schedule. The training costs will need
to be agreed internally and a decision
made as to who will be covering the
costs of the training.
update the Project Organisation
Chart to reect the names and titles
of the project team members, and the
Stafng Plan to include team member
details and information.
Key Steps

Document Roles and Responsibilities

Assign Team Members to Roles

Dene Training Plans

Dene Coaching Plans.
Tips for Success
Keep the roles and
responsibilities matrix up to date
The matrix should be reviewed on a
regular basis and evaluated to ensure
that the structure best meets the needs
of the project. Changes should be
made to reect any change in the
team structure.
Ensure the roles and
responsibilities descriptions
are up to date
Once the project begins there will
usually be changes made to roles,
responsibilities and team member
role assignments. The Engagement
Manager may decide to merge roles or
give someone who has more expertise
in a certain area the responsibility for
that area. A team member may leave
the project and the replacement may
be more suited to a different set of
responsibilities which requires a team
reorganisation. When changes happen,
it is important that the documentation
is kept up to date especially when it
concerns roles and responsibilities
since the team members will be
assessed against these in their
performance reviews.
Maintain the project
organisation chart
A current version of the Project
Organisation Chart should be
maintained throughout the life of
the project. It gives a useful pictorial
representation of the whole project
team, and would lead to confusion
if it is not kept up to date with role
changes, team restructures and
personnel changes.
Activity Summary
Task allocation will occur whenever
a team member joins the project. The
Engagement Manager, Offshore Project
Manager and Team Leads should
go through the detailed schedule of
tasks with the team member. This
will include expected deliverables,
deadlines, quality checks, etc. On
larger/longer term projects, the task
allocation can be based on short-
interval schedules of say 4 to 6 weeks.
The detailed Project Plan will be used
to derive the work schedules for the
team members. Where there is an
offshore element to the project, there
might be a specic offshore project
plan linked to the main project plan.
The Offshore Project Manager has
responsibility for assigning tasks to
the offshore resources, but
nevertheless should discuss and
review resource allocation of all
offshore team members with the
Engagement Manager.
After allocating tasks and reviewing
the work schedules with the team
members, the Engagement Manager
should review the resource utilisation,
looking for over and under allocation
of time compared to plan. Changes
may need to be made to optimise the
work schedules and therefore team
performance.
Changes to the Project Plan, task
allocation and work schedules may
also need to be made when there
is a change in team members, team
responsibility or task scheduling. The
team structures and allocation of
tasks in the light of changes to check
whether tasks can still be performed
and deliver to expectations. If they
cant, then the expectations need to
be revised and the relevant
stakeholders informed.
Key Steps

Review Individual Schedules

Assign Tasks to Team Members.
Tips for Success
Use Clarity/OpenWorkbench to
support resource scheduling
and planning management
It is important that a single planning
and scheduling tool is used across
the project and that the Engagement
Manager and Offshore Project Manager
work closely to ensure effective
task allocation. Where Clarity/
OpenWorkbench is not available,
the Engagement Manager must agree
on the selection of a common tool with
the Delivery Manager and Offshore
Project Manager.
Ensure work schedules are
realistic and achievable
It is important to ensure that the team
members understand the tasks and
responsibilities assigned to them and
are condent that they are achievable
in the time scales provided. Unrealistic
deadlines and expectations will affect
the morale of the individuals and
possibly the team.
On-Boarding
Activity Summary
An effective on-boarding process is key
to the development of a cohesive team
committed to delivering the project
goals and objectives. It gives the
Engagement Manager the opportunity
to brief the team on all aspects of the
project and especially the Capgemini
contractual commitments, and to start
building the team identity and spirit.
consider arranging informal gatherings
of the whole team on a regular basis,
to reinforce the team identity, further
develop strong working relationships
and introduce new team members.
At the beginning of the project, it is
good practice to organise some kind of
kick-off event that involves the whole
project team, as far as possible. This
will enable the project team members
to establish contact and begin to
develop strong working relationships
and a one team approach.
During the project, the on-boarding
process will help the new team
members to become familiar with
the project objectives and the
contractual commitments quickly.
There are different ways of carrying
out additional on-boarding sessions,
possibly using various channels,
but it is important to create a sense
of identity and belonging as soon
as possible.
The on-boarding process is supported
by an on-boarding kit that helps team
members to become familiar with
the project details. This should be
prepared before team members are
recruited for the project and should be
maintained and updated as required
throughout the project. It should
contain all the procedural information
a team member needs to know about
working on the project as well as
useful background information.
As a minimum, the on-boarding kit
should consist of the following:

Client expectations: conditions and
outcomes for the project

Project objectives: clearly states the
goals of the project

High level project plan: helps team
members understand the depth and
breadth of the project

Project infrastructure: description
of project environment and
security constraints

Organisation chart: enables team
members to understand who the
decision makers are as well as the
hierarchy for day-to-day reporting
and issue escalation purposes

Inter-team coordination: rules for
interfacing teams

Key performance indicators:
productivity index, measurement
of re-use

Standards and procedures: clarify
project policies.
consider whether to build induction
time into the project plan, particularly
when there are offshore resources
or when specic project training is
required for some resources.
As well as introducing project
team members to the project and
providing an overview of Capgemini
commitments, the Engagement
Manager is responsible for developing
a cohesive team that works well
together. This is particularly important
on distributed projects and integrated
teams where resources come from
a variety of sources. There needs to
be a sense of trust between teams
and team members as well as good
communications and cooperation.
Team building events can be used
to strengthen team and inter-
team relations as well as resolve
performance and other issues.
Team building exercises can range
from informal social gatherings
for a drink or meal, to an off-site
professionally facilitated event. The
Engagement Manager should plan and
budget for a variety of team building
exercises throughout the project.
Key Steps

Compile Team Member
On-Boarding Kit

Conduct On-Boarding Session

Conduct Team Building Session.
Tips for Success
Create a detailed on-boarding
kit that will provide useful
information about the project
Things to include could be:

RFP and RFP response

Copy of the contract

High level process ow of
customers domain

Overall project overview and
processes document

Statement of Work (SoW)

Third party involvement

Business overview with key modules
and use case model

Overview of project architecture and
high level design

Data overview with conceptual,
logical and physical data models

Project Governance Plan (PGP) and
procedure documents

Contact lists and organisation charts

Working environment and
housekeeping information.
The on-boarding kit should address
practical matters, such as:

Work ethics and access
requirements: dress code, work
locations, work hours, overtime,
parking facilities, and access
privileges to work locations.

Policies regarding project data
security and the archiving of
project data and information
including emails.

Out-of-pocket expense guidelines:
travel service information, lodging
and boarding preferences and
allowances, mileage reimbursement,
business lunch expenses, and rental
car preferences.

Cut-off day and time for reporting
time and status of work being
performed: time reporting by
individual team members as
well as approval of reported time
and roll-up of information to a
higher level in order to facilitate
executive level reporting.

Balance between team and home
organisation responsibilities: making
sure the appropriate reporting is
provided to team members
home organisations.

Infrastructure requirements for
hardware and software: connectivity
to client network and Capgemini
network, meeting and conference
room reservation policies, telephone
connections, and long distance
calling privileges.

An index or glossary of terms should
be included so that new team
members can familiarise themselves
with the project terms.
Consider team building
exercises to address issues and
strengthen the project identity
The overall goal of any team building
effort is to improve the effectiveness
of a group that must work together to
achieve results. They can be used to
achieve the following:

Reinforcing the project goals
and objectives

Goal and priority setting

Communication and relationship
improvement among group
members

Improved problem-solving

Elimination of unhealthy
competition

Increasing cooperation among
team members

Optimising collaboration
between teams

Building trust and relationships
within distributed teams

Identify and address root causes
of team performance issues

Heightening mutual respect
among team members.
03.06 Optimise Team
Performance
Throughout the life of the project, the
Engagement Manager should monitor
and optimise the performance of the
team. Appropriate actions will need to
be taken to address issues and enhance
performance.
The Engagement Manager will need to
put a team management structure in
place that will allow to:

Monitor the performance of
teams and individuals

Provide constructive feedback
49

Reward high performing
individuals or teams

Identify and implement
improvement plans for poor
performance.
The different teams within the
project need to collaborate and
communicate in order to achieve the
project objectives. The Engagement
Manager must monitor this and
address any issues as soon as they
arise. Communications and team
cooperation are especially important
for distributed projects. If there is an
offshore element to the project it is
important not to develop an us and
them team environment.
One area that can affect productivity
and progress is frequent changes in
utilisation and resource requirements.
Bringing in or releasing large numbers
of resources has a big impact on time
and cost, and requires the involvement
of existing team members which
in turn will affect productivity. The
work packages should be structured
to maintain a consistent resource
requirement wherever possible.
The Engagement Manager, Offshore
Project Manager and Team Leads
should carry out regular reviews on
individual and team utilisation. They
need to ensure that the work and
responsibilities are evenly distributed
and that team members are fully
utilised. They may need to review
and amend the work schedule or
reorganise the team and task allocation
to optimise performance.
Throughout the project, performance
assessments will be carried out for
team members. Their performance
will be evaluated against the agreed
role, expectations and objectives. High
performance should be rewarded,
and where team members have not
performed as expected an action
plan should be agreed. As part of the
ongoing performance assessment,
the Engagement Manager or team
leads should also review the Training
and Coaching Plans and measure the
acquisition of skills and knowledge
against the plans. The plans should
be amended and actions agreed where
training or coaching has not been
successful, is no longer appropriate,
or a change in development and skill
requirements is identied.
Another thing that can have a positive
impact on team performance and
project success is building a strong
project identity. A project team that
has a good team spirit, collaborates
effectively, and is committed to
achieving common goals and
objectives, is essential for project
success. To enable and facilitate this,
the Engagement Manager should plan
team building activities throughout the
project. These can range from large off-
site events to a ve minute slot at the
team review meetings.
The team building activities should
involve the whole team as far as
possible. For distributed project with
an off-shore element it is more difcult
to meet in person, so other ways
should be considered such as video
conferencing. For integrated projects
that involve people from different
teams/regions within Capgemini, client
staff and third party suppliers, there
will be different organisational cultures
and ways of working so it is important
to develop a project identity that will
overcome these differences.
Key Steps

Evaluate Team Performance

Optimise Individual Utilisation

Conduct Team Building Session

Review Training Plans

Review Coaching Plans.
Tips for Success
Optimise team performance
and maintain morale
A range of actions are open to the
Engagement Manager to optimise
the performance of the team. These
actions may take different forms
and are particularly important for
distributed delivery projects:

Feedback Regular feedback on
performance should be provided,
not just at planned evaluation
sessions. This will enable the team
member to continually improve or
maintain good performance.

Job rotation This can improve
productivity and job satisfaction and
is especially applicable if the role is
repetitive.

Training Training improves
productivity and the value of the
team member. A team member who
is developing valuable skills on a
project will be motivated to perform
well and stay.

Team building It is important to
create a One Team approach and
mentality within the project team.
Team events should be encouraged
varying from a slot at a status
meeting to a fully organised and
facilitated offsite meeting. It will
improve interpersonal relationships,
help to surface and resolve
potential conict, create trust
and improve collaboration across
distributed projects.

Reward and recognition These
mechanisms are used to encourage
and reinforce good performance.
Recognition helps the team member
feel visible and valued on the
project. They can be linked into
local reward systems for the different
resource types.
Monitor team morale
The morale of team members can
have a direct impact on project
success. Maintaining positive team
morale, good communication and
a high degree of trust will ensure
optimum performance within the
team. Holding regular team meetings
with open communications will help
to maintain good morale and identify
when things are not working quite so
well. The Engagement Manager should
monitor the project team performance
and look out for issues that need to
be addressed. The following areas can
affect morale and productivity:

Lack of interest Ideally project
roles should align with an
individuals personal development
goals. If this is not the case or for
other reasons, a team member may
show a lack of interest in the role
and the project. The Engagement
Manager should monitor this and
outline the benets of the role and
discuss a roll-off plan. The team
member may need to roll off the
project to avoid having a negative
impact on others.

Knowledge deciency The
inability to perform the role is
frustrating and demoralising. If a
team member does not have the
knowledge to perform the role then
training should be considered. If
the knowledge gap is too great then
consider replacing the team member
with a skilled resource.

Frequent scope changes This
will cause frustration and a loss
of condence in team members.
Uncontrolled changes can cause
missed milestones or excessive
overtime or both. It is important to
manage the scope and communicate
changes clearly. The Issue and
Change Control procedures should
be communicated and enforced.

Excessive overtime This will
cause fatigue and quality may
suffer as a result. Realistic planning
is very important here. Bringing
in additional resources should be
considered or there may be a need to
renegotiate the deadlines.

Hostile environments It causes
resentment and affects productivity.
All team members should be treated
respectfully. Hostility and negative
behaviour should be addressed with
the individual concerned.

Inadequate work facilities
Cramped facilities and bad working
conditions cause friction and affect
productivity. The project leadership
should consider alternative working
arrangements if there are problems
getting to the workplace or there
is insufcient ofce space and
equipment.

Work-life balance On projects
with team members working away
from home or with family member
care needs, the Engagement Manager
should consider whether exible
working arrangements are possible
to meet the members work-life
balance goals.
Maintain the vision and motivate
the team
responsible for developing a team that
works well together and operates on
trust with a shared vision. This can be
accomplished through team building
exercises held at intervals throughout
the project. The Engagement Manager
should also be looking to reinforce
the delivery message, goals and
objectives, to increase the cooperation
and collaboration amongst the team
and to praise the good work to date.
It is important to communicate on a
regular basis and motivate the team.
Create a high performance team
Critical success factors in developing a
high performance team are as follows:

Motivate the team - people deliver
projects and motivated people
deliver better projects faster.

Manage the team as one even if
distributed over several locations.

Encourage and maintain trust as this
is key for maintaining excellent
team relationships.

Keep communicating - team
building and motivation activities
will help to maintain a high
performing team.

Share and celebrate success.
Release
Activity Summary
Whenever a Team Member leaves
a project, be it scheduled or
unscheduled, the Engagement
Manager must ensure that the Team
Member is evaluated on his/her
performance whilst on the project and
that no key project knowledge is lost
when the Team Member leaves. The
nature of the performance evaluation
will depend on the source of the
resource, be it offshore, another
location, client, or third party supplier.
The Resource Management procedures
should contain these details.
As part of the evaluation process,
an assignment appraisal should
be conducted. Material should be
gathered from a variety of sources (e.g.
Project Team Members, Team Leads,
Offshore Project Manager, and possibly
the Client), as well as evidence
supporting performance. This should
all be documented and discussed in a
formal meeting with the team member.
If the team member is being replaced
by new resource, or is handing over
to a different team member, then a
handover period must be planned.
It is useful to formalise the process
and have a checklist of items to be
handed over which is then signed-
off on completion. If the role is
coming to an end, then the handover
process will detail where all relevant
51
documentation is stored, any
outstanding activities or issues, and
any other relevant information. The
Manager or Team Leads should also
conduct a debrief session to ensure all
undocumented knowledge is captured.
Having a formal release process and
handover/knowledge capture forms
will help ensure that nothing is lost
when the team member leaves the
project. Part of the process should
include informing the relevant parties
(Client, Capgemini and possibly
Suppliers) of the release. There
will also be various administrative
tasks that need to be completed
before departure.
Key Steps

Evaluate Team Member Performance

Capture Team Member Project
Knowledge

Release Team Member

Update Stafng Plan.
Tips for Success
Ensure the relevant parties
are aware of a team members
departure
If a team member is leaving and/or
being replaced, it should not come as a
surprise to the Client or the rest of the
project team. Keeping people informed
will avoid resentment and any impact
on the client relationship.
Create a formal handover
document
It is useful to create a formal handover
document when a team member
is leaving the project. This should
contain all the tasks to be completed
before departure and should include
knowledge capture and handover as
well as the completion of outstanding
tasks. It should be reviewed and
agreed with the Team Lead and
possibly the Engagement Manager.
Sign-off that handover has been
completed may also be required.
Activity Summary
During the life of the project,
continually monitor the team member
roles, the task allocation and the
Stafng Plan to ensure that the team is
operating as efciently and effectively
as possible. This will involve reviewing
the team set-up and making changes
to optimise performance.
The Stafng Plan should be reviewed
and updated as necessary when the
following events occur:

Role proles have been dened
or revised

Selected resources join project team

Project team members are released

Changes occur in team structure

Changes occur in scope of work.
The Engagement Manager will
assess the impact of any potential
resource changes and this should be
discussed with the Delivery Manager
and possibly the Client. This should
include the effect on the Project
Plan and Project Actuals/Forecast
as well as team morale and client
impression. Any resulting actions
will need to be documented and
implemented. Change Control and
Issue Management procedures may
be required to manage the impact
of the change.
Key Steps

Assess Impact of Changes to Team

Update Stafng Plan.
Tips for Success
Ensure the full impact of changes
to the team is understood
The impact of changes to the project
team should be discussed with the
Offshore Project manager and Team
Leads to ensure that it is understood
and any actions required are identied.
In some case, it might be necessary to
escalate to the Delivery Manager.
03.09 Complete Resource
Management
Activity Summary
When the project comes to an end,
the Engagement Manager needs to
ensure that close-down happens in a
controlled way and that any handover
to whoever is taking responsibility for
the solution is fully completed. The
Engagement Manager will produce
a schedule, with supporting detail,
explaining the sequence and timing
when resources will be released from
the project team.
In some cases a number of resources
are required to remain and provide
ongoing support as part of a post-
project warranty period. Handover
may be to the Client, a Capgemini
operate team or a third party. In this
event, the Engagement Manager
should document the details of the
handover in the Resource Handover
Plan. This should be produced by
tailoring the standard approach using
relevant tailoring guidelines to meet
the specic needs of the project
and Client.
The team member release process
should be completed for each team
member including a nal performance
evaluation and knowledge handover.
It is also best practice to hold a
lessons-learnt session to capture
feedback from the remaining team.
This provides useful input to future
similar projects and should cover all
aspects of the project including the
management procedures.
produce the Resource Management
Summary to capture the overall
effectiveness of resources and
processes along with lessons learnt
and possible improvements to the
Resource Management Procedures.
52
Resource Management
jointly produce this summary
document with the Offshore Project
Manager, and gather input from the
Client and Suppliers as appropriate.
Key Steps

Produce Resource Handover Plan

Handover Resources (to the support
team, or back to their unit of origin)

Produce Resource Management
Summary.
Tips for Success
Hold a fnal feedback and
lessons-learnt session
Feedback from the team members
on what went well and what could
be improved can provide valuable
information to people managing
similar projects in the future. The
session should be held while people
are still working on the project, or
should involve team members who
were working on the project close
to the end.
Involve Client and third
party suppliers in the
feedback session
Getting feedback from all parties can
be very enlightening. The view of what
went well can differ and it is valuable
to get different perspectives on the
way the project was managed and
progressed. The Engagement Manager
may decide to hold two sessions, one
to capture the project team feedback
including Client and third parties,
and an internal Capgemini session to
capture feedback that should not be
shared with the Client.
53
Resource Management is often best
supported by the use of a dedicated
planning and scheduling tool. They
can be useful for obtaining resource
proles, analysing the stafng and
skills requirements, deriving individual
work schedules and optimising the
Stafng Plan.
Capgemini recommended tool to
support resource scheduling and
planning management and should be
used wherever possible for the creation
of the overall Project Plan.
Where Clarity/OpenWorkbench is
not available, the Engagement
Manager must reach consensus with
the Delivery Manager and the
Offshore Project Manager on the
selection of a common resource
scheduling and planning
management tool for the project.
At project start-up, or during one of
the RapidStart workshops, the Project
Plan will be created using Clarity. This
will contain basic details of the project
and the initial schedule including
allocated resources where known.
Resource requirements will then
be further detailed and Clarity will
support task allocation to
individual resources.
The Stafng Plan is derived from
the Project Plan and shows to the
Engagement Manager what resources
are needed on the project and when.
It should include resource types and
location for offshore projects and those
split over multiple locations.
The Engagement Manager will
interface with the Capgemini resource
managers when requesting project
resources. They will also need to
identify the process for requesting
client and supplier resources. This
could include the use of some other
resource management tool or accessing
a skills database.
Other tools used in the Resource
Management stream will depend on
the client and third parties involved.
There may be resource request tools
and processes used by clients and
third parties that the project needs to
interface with in some way.
Tools to Support Resource
Management
Maintain a Project Contact List
A Project Contact list is useful for team
members across sites and offshore.
It enables team members to nd and
communicate with the correct person
without wasting time searching for
the name and contact details. The
document must be kept up to date
to be useful as resources and roles
will change throughout the
project lifecycle.
Understand and Allow for
Different Working Times
For international projects and those
with an offshore element, sites may be
in different time zones and there may
only be a small window where the
working day overlaps. It is important
for all team members to understand
the different working hours and how
they equate to their own so that delays
do not occur because of the time
differences. Time zones and team/site
availability should be documented and
communicated to all team members
and the Client. The Engagement
Manager may need to consider options
around adjusting the core working
day at some sites to optimise cross
team communications.
Assign Interface Roles on
Distributed Projects
consider assigning points of contact
between distributed teams to optimise
communications. By establishing a
clear communications line between the
various teams it will ensure all parties
are updated and communications do
not go astray.
Monitor Team Performance
monitor team performance and
particularly the interaction and
cooperation between teams to ensure
that they are working well together,
communicating and delivering to a
common goal. Establishing a project
identity and a set of working practices
is key, especially for distributed
projects where differences may
exist between sites. Where there is
an offshore team, the Engagement
should discuss team performance and
communication on a regular basis and
address any issue that may arise.
Evaluate Team Member
Performance
set clear expectations for all team
members and then regularly evaluate
the team members to maximize the
probability of success of the project.
Performance reviews typically
happen at least twice a year with one
scheduled at the end of the year to
measure each individuals performance
over the calendar year. Final
performance reviews occur when team
members are released from the project.
General Guidance
The Engagement Manager is responsible for
developing a team that works well together
and operates on trust with a shared vision
55
The main responsibility for resourcing
on a project lies with the Engagement
Manager, but the Delivery Manager,
Offshore Project Manager, Team Leads,
Client and Suppliers may also support
by helping in planning, recruiting,
evaluating and managing resources.
Engagement Manager
Capgemini Engagement Manager to:

Dene the Resource Management
Procedures and select
supporting tools

Dene the roles and skills
required, and identify the resource
requirements and resource
providers for the project

Produce and maintain the
Stafng Plan

Create the on-boarding kit

Select team members, conduct on-
boarding sessions and assign roles

Evaluate team member performance
against agreed criteria on a
regular basis

Produce and maintain coaching
and training plans

Review and optimise team
performance

Run team building sessions

Manage the team member release
and handover process during the
project and at project completion.
Project Manager to:

Maintain and communicate offshore
resource plan, including changes in
requirements or availability of the
offshore team

Support the Engagement Manager
in recruiting and on-boarding the
offshore team

Allocate tasks to the offshore
team members

Evaluate offshore team member
performance

Review task allocation and optimise
team performance

Organise offshore team
building sessions

Produce and maintain coaching and
training plans for the offshore team

Conduct on-boarding and release
sessions including knowledge
capture and role handover

Keep the Engagement Manager
updated on all resourcing aspects
related to the offshore team.
Delivery Manager
Delivery Manager to:

Ensure the project is resourced
as required

Resolve any resourcing
issues escalated by the
Engagement Manager

Review resourcing plans
and procedures

Evaluate the performance of the
Engagement Manager against agreed
terms of reference and criteria.
Project Team Member
It is the responsibility of each Project
Team Member to:

Get familiarised with the project
procedures using the on-boarding
information, and follow procedures
as required

Perform role and tasks as allocated
and agreed

Attend regular evaluation sessions

Provide feedback on role,
performance and/or resourcing
issues to the Team Lead, Offshore
Project Manager or Engagement
Manager

Attend team building sessions

Undertake training and coaching
as required

Complete knowledge capture and
role handover process upon
role completion.
Client

Contribute to the dened
procedures and plans with regards to
client resources on the project

Manage client specic time
recording and performance
management processes

Provide client resources as dened
and agreed in the Stafng Plan

Resolve any client resource
related issues

Evaluate client staff.
Project Manager to:

Contribute to the dened
procedures and plans with regards
to supplier resources on the project

Manage supplier specic time
recording and performance
management processes

Resolve any supplier resource
related issues

Provide supplier resources as dened
and agreed in the Stafng Plan

Manage the evaluation process for
supplier staff, collating feedback
from the Engagement Manager and
other parties.
The Resource Management Stream is
related to a number of other streams.

Supplier and Procurement
Management stream for projects
using external resources - The
recruitment and contractual
arrangement will be managed by
the Supplier and Procurement
Management stream but the
Resource Management stream will
pass the requirement and role
information based on the Stafng
Plan. Role and responsibilities
information will be created by the
Resource Management stream.

Risks Management and Issue
Management streams will be
involved when risks and/or issues
are raised regarding resource
demand and availability.

Change Control stream would be
involved as a result of a change in
resource requirements if the project
plan or forecast were impacted.

Management - The Stafng Plan
will need to be kept up to date with
the project plan and any changes in
resource requirements, availability,
start dates or end dates will need
to be fed into the project plan and
project forecast.
internal use only.
Scope & Requirements
Management
This document gives guidance on how to effectively set up and
manage Scope and Requirements on a Capgemini project. Scope
and Requirements serve as a foundation for the entire project and
are the main inputs to project planning.
C
h
a
n
g
e

C
o
n
t
r
o
l

Q
u
a
l
i
t
y

M
a
n
a
g
e
m
e
n
t
C
o
m
m
u
n
i
c
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
C
o
n
g
u
r
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e

M
a
n
a
g
e
m
e
n
t
K
n
o
w
l
e
d
g
e

M
a
n
a
g
e
m
e
n
t
P
r
o
j
e
c
t

G
o
v
e
r
n
a
n
c
e
R
e
s
o
u
r
c
e

M
a
n
a
g
e
m
e
n
t
R
i
s
k

M
a
n
a
g
e
m
e
n
t
S
c
o
p
e

&

R
e
q
u
i
r
e
m
e
n
t
s
M
a
n
a
g
e
m
e
n
t
I
s
s
u
e

M
a
n
a
g
e
m
e
n
t
S
u
p
p
l
i
e
r

&

P
r
o
c
u
r
e
m
e
n
t

M
a
n
a
g
e
m
e
n
t
P
l
a
n
n
i
n
g

&

F
i
n
a
n
c
i
a
l

M
a
n
a
g
e
m
e
n
t
C
l
i
e
n
t

R
e
l
a
t
i
o
n
s
h
i
p
M
a
n
a
g
e
m
e
n
t
DELIVER
TM
This document gives
guidance on how to
Scope and Requirements
Management process
in a project. It should
be read and used in
conjunction with the
Management stream
contained within
the Unifed Project
Management method.
What is Scope and
Requirements Management?
Establishing project scope and
requirements is perhaps the most
critical step when planning a project.
The project scope and requirements
serve as the foundation for the entire
project, by specically stating what
the project will produce.
Project scope must be clear and
measurable, and requirements
must be documented in a precise,
unambiguous way. If the scope
statement is unclear or difcult to
measure, or if the requirements are too
vague, the project is almost certain to
run into time and cost overruns. The
purpose of Scope and Requirements
Management is to protect the viability
of the project, as agreed during the sales
process and formalised in the contract.
A good denition of a project scope
will clearly state the boundary
between what the project will and
wont deliver (i.e. whats in and whats
out). It ensures that there is agreement
between all parties (Capgemini,
Client, and Third Parties) as to what
will be delivered, and that requests
outside the project scope will be
easily identied and dealt with in an
appropriate and effective manner.
During the sales process, an agreed
set of business requirements, work
packages and deliverables have
been identied. This determines
the baseline project scope and
requirements. If these change during
the delivery of the project (through
additional needs identied by the
Client or changes resulting from the
development work), current estimates
for cost, effort and duration will need
to be reviewed, and likely modied. If
the Client agrees to include additions
to the project scope and requirements,
the Client will need to agree to any
related changes to timescales and budget.
Requirements management should
be distinguished from requirements
engineering. The latter is very
much dependent on the type of
solution being delivered and is
therefore described in the various
delivery methods. Requirements
management add a control layer
to the more technical nature of
requirements engineering activities,
with the objective to keep detailed
requirements aligned with the initial
scope and requirements documented
at contract time.
Scope and Requirements Management
involves establishing and maintaining
agreement between the Client and
the project team on project scope and
both functional and non-functional
requirements. This agreement forms
the basis for estimating, planning,
performing, and tracking activities
throughout the project, and for
maintaining and enhancing the
solution. As a consequence, the
process has strong links with the
Change Control process.
Key objectives of Scope and
Requirements Management include:

Establishing the Scope and
Procedures, normally
through tailoring existing,
standard procedures

Making sure that actual
scope and requirements are
properly documented

Maintaining full traceability of
requirements, from contractual
baseline down to individual
work packages

Resolving traceability issues and
possibly raising change requests

Holding management reviews
of scope and requirements

Ensuring alignment on scope and
requirements between all parties
involved in the project (Capgemini,
Client, and Third Parties).
Scope & Requirements Management 58
Introduction
59
Why have Scope and
Requirements Management?
Many projects have ended in failure
due to an inability by the Engagement
Manager and project team to
effectively manage scope. Either the
users requirements are not properly
bounded, or scope creep is not
controlled, or both. The result is that
there are seemingly endless additions
to the project that generally constitute
a loss of control.
There is a natural discovery process
in all projects due to factors such
as omissions, mistakes, creativity,
misunderstandings, and external
inuences. This discovery process
normally creates pressure to
expand scope. The purpose of a
scope management process is to
constructively manage that pressure.
A scope change is a work request that
is outside of the baselined project
scope. A scope change may be work
in addition to the original plan, or a
downsizing of the original effort.
Scope changes are often caused
by the clients need to re-prioritise
activities to meet business objectives
and should be approached with that
understanding in mind.
However, a very large scope change
may affect the solution architecture, or
it may affect the quality of the solution
delivered if its magnitude endangers
the integrity of the solution design.
Some completed deliverables may have
to be modied or completely redone.
An impact like this can be serious
enough to inuence the overall
success of the project.
Requirement changes are to be
expected during a project, as users
nd new needs or rene their earlier
thinking. Yet, as soon as a new
requirement has an impact on the
project plan, there is a good chance
it may also affect the project costs or
completion date. This is why even
small changes must be handled in a
formal way, by triggering activities in
Failure to implement an effective
process from the start of the project
can lead to the following problems:

The project team members are
unclear about the agreed scope
for the project

The Client does not understand
precisely what Capgemini will
be delivering

The project scope does not match
the contractual scope, and vice versa

The Client may make assumptions
about what is in scope and then
is disappointed when the system
that is delivered does not match
the expectations

Scope creep can occur and the
projects boundaries steadily
increase without any control

The size of the project increases
to the extent that it can no longer
be delivered in the timescales

The scope of the project expands
such that Capgemini commercial
position is eroded and the project
contribution no longer reects the
deal that was originally signed off

There are interminable disputes with
the Client over what is and is not in
scope, which in turn can adversely
affect the relationship with the Client

The scope of the project extends by
accident to include commitments or
obligations which Capgemini would
never have accepted during the sales
process or contract negotiation

The impacts of a number of small
changes implemented to keep the
Client happy accumulate to the
point where the project becomes
undeliverable or the project
contribution bleeds away

Project and client staff become
demotivated due to a lack of clarity
on what the project is delivering.
The essence of Scope and
Requirements Management is
to ensure there is a scope and
requirements baseline, and to provide
a set of procedures applicable
throughout a project to control the
overall scope of the project.
By establishing the procedures from
the outset, the Engagement Manager,
the project team, the Client and other
stakeholders understand the process
involved and the expectations behind
Scope and Requirements Management.
In simple terms, everybody knows
what the project is delivering, how
that links back to the original client
requirements, and what the process is
if scope or requirements are changing.
04.01 Initiate Scope and
Activity Summary
conrm the scope of work that
Capgemini is responsible for delivering
and to conrm that the client
requirements will be delivered in the
nal solution as a result of the dened
work. In addition, this activity will
produce a set of tailored procedures
that will dene how the scope and
requirements will be controlled and
managed during the life of the project.
It is fundamental that all projects
have a clear statement of scope at
the very beginning, so that everyone
is clear about what the project must
deliver. In order to establish this
common understanding of the scope
and requirements for the project, the
Engagement Manager must ensure that
a Requirements Denition document
is produced in accordance with the
requirements engineering practices
described in the selected delivery method.
The Requirements Denition
document has two principal objectives:

To mitigate the risk of the project
starting up with a misunderstanding
of the fundamental problem to be
solved, the overall scope of the
solution, or the business principles
underpinning the solution.

To enable the Capgemini project
team to understand contractual
commitments and support the
principle of design and build
to budget.
Once the requirements have been
properly documented, it is important
that they are aligned to the various
work packages already identied, and
assessed to identify potential gaps.
This is done by the establishment of
requirements traceability matrices,
aimed at verifying that all stated and
derived requirements are allocated to
work packages and other deliverables
(forward trace). It should also be
used to determine the source of
requirements (backward trace).
To ensure clarity among both the
project team and the Client staff,
a set of Scope and Requirements
Management Procedures that describe
how scope and requirements will be
dened and controlled for the project
should be dened by the Engagement
Manager at the start of the project.
select the associated tools, by which
the requirements will be monitored
throughout the life of the project.
Management Process
Start-Up Phase
04.01 Initiate Scope
and Requirements
Management
Requirements
Execution Phase
Requirements
04.03 Manage
Requirements
Close-Down Phase
04.04 Complete
Scope and
Requirements
Management
The Scope and
Requirements
Management stream
summary of each UPM
tips for success.
61
Key Steps

Conrm Baseline Scope
and Work Packages

Align Requirements to
Work Packages

Review and Tailor Scope and
Procedures - Document the
procedures to be used for the project
in the PGP (for small projects) or
in a separate document using UPM
template (for large projects)

Select Scope and Requirements
Management Tools.
Tips for Success
Know your contract
Be careful to read the Contract
thoroughly before commencing
this activity.
Dont contradict what has
already been agreed
When dening scope and
requirements for a project, it is
essential to ensure that you understand
exactly what has been dened in
the contract, take care to refer to the
contract as appropriate, and dont
contradict it or extend it inadvertently.
Be specifc and avoid ambiguity
When conrming scope and work
packages, ensure that the scope of the
Capgemini commitments, as dened
in the Contract, is not increased by
including ambiguous statements that
are not specic or testable.
Obtain Client agreement
The documented scope should be
validated by the Client. The detailed
list of work packages and associated
requirements must be understood and
agreed by the client sponsor and the
content clearly communicated to all
key client staff.
Communicate to the team
Ensure all members of the project team
have complete clarity over what the
project scope is. Without this clarity at
the beginning of the project, it will be
very difcult to enforce the operation
of Change Control throughout the
project lifecycle.
Include in kick-off
Aim to include an overview of the
project scope and work packages
in the project kick-off.
Requirements
Activity Summary
develop and agree the low-level
detailed requirements and trace them
back to the contractual baseline that is
agreed and approved by the Client.
Once the baseline scope has been
dened and agreed with the Client,
the next step is to develop the detailed
requirements both functional and
non-functional. These must be dened
unambiguously, and documented in a
structured manner appropriate to the
delivery lifecycle being used. Detailed
requirements must be signed-off by the
Client and (as appropriate) third parties.
This activity might also be carried
out when there is a need to dene
new requirements or rene existing
requirements supporting a change request.
Detailed requirements must be
reviewed and signed off by the Client,
as these requirements dene a clear
baseline of Capgeminis obligations
for the project. They will also be used
as a basis for nal client acceptance,
conrming that Capgemini has
actually fullled those obligations.
Even where Capgemini has provided
signicant input, it is important to
make sure the Client takes ownership
of the detailed requirements. In
addition, a summary of the overall
technology solution, based on
the contractual baseline, must be
clearly documented in an easily
comprehensible manner and agreed
by the Client and the appropriate third
parties prior to the commencement
of detailed design activities. This
will enable Capgemini, Client and
third parties to share a common
understanding of the solution and
the associated risks and issues.
Key Steps

Conrm Detailed Requirements
Captured (both functional and
non-functional)

Baseline Detailed Requirements.
Tips for Success
Ensure the requirements
are reviewed
Review and approval should involve
someone with relevant infrastructure
knowledge (e.g. key vendors) to
verify the suitability and sizing of
the infrastructure, someone from the
downstream service team to assess
maintainability, and an independent
member of the Capgemini architect
community with appropriate
certication to check overall
consistency.
Utilise prototyping
Many users nd documented
requirements difcult to understand
in isolation and so if possible it is a
good idea to utilise prototyping in
key areas to facilitate and reinforce
the user sign off.
04.03 Manage Requirements
Activity Summary
capture any new requirements, relate
them to existing requirements and
map them to work packages. In
addition, this activity will ensure that
traceability of all project requirements
is maintained on completion of a new
deliverable or approval of a relevant
change request.
Throughout the life of the project, the
scope and requirements could change.
As a result it is important that the
Engagement Manager conducts regular
reviews of the project requirements
to check that all new and amended
requirements have been accurately
documented and aligned to work
packages. Any review that takes
place should include an assessment
of the criticality (priorities) of the
requirements to focus on the most
important requirements. The results
of the requirements review will be
documented in the Requirements
Review Report. Once the Scope and
Requirements Management process
has been introduced to the Client, it is
critical for the Engagement Manager
to make this topic part of the regular
status meetings. All changes, regardless
of their costs, should be documented
and assessed against the project plan.
Where changes to the requirements are
identied, it is important to maintain
the history and rationale for the
changes. The Engagement Manager
must ensure that a full evaluation of
the impact of the requirement change
is performed and that all relevant
stakeholders are given the opportunity
to review such changes.
Key Steps

Review Requirements

Align Requirements to
Work Packages

Track Requirements Traceability

Identify and Resolve
Traceability Errors

Produce Requirements
Status Report.
Tips for Success
Be rigorous about
identifying changes
Ensure the project team are rigorous
in identifying all changes to the
baseline scope and requirements,
and agging them up.
Ensure all changes go through
the change control process
Under no circumstances should work
start on new or changed requirements
until the appropriate Change Control
processes have been concluded and
approval of the change in scope has
been formally given by the Client.
Do not over deliver scope
Delivered functionality should exactly
match the contractual agreements
(not less, not more). Having a good
relationship with a Client does not
mean the team has to deliver more
than what was originally agreed. The
Engagement Manager should regularly
challenge the project team and identify
where work is being performed that
is not within the scope, and take
necessary actions.
04.04 Complete Scope and
Activity Summary
Engagement Manager to either close
down the Scope and Requirements
Management stream at the end of
the project or hand it over to the to
the ongoing support organisation
responsible for operating the
delivered solution, now that the
project is nished.
This activity also provides an
opportunity to capture any possible
recommendations for improving the
procedures used, so that other projects
may benet from the experience
gained. As part of this activity, the
that the requirements have been
correctly documented and are up-
to-date, and that any lessons learnt
during the project are documented
in the Scope and Requirements
Management Summary.
Key Steps

Handover Requirements Status

Produce Scope and Requirements
Management Summary.
Tips for Success
Keep the Offshore Project
Manager involved
As part of the close-down review
for any distributed project, ensure
the Offshore Project Manager is
actively involved in the overall
review of the Scope and Requirements
Management process.
Management Process
The Engagement
Manager conducts
regular reviews of the
project requirements to
check that all new and
amended requirements
have been accurately
documented and aligned
to work packages
Tools to
Support
Scope &
Requirements
Management
63
A number of inter-dependencies exist
between Scope and Requirements
Management, Change Control, Risk
Management and Issue Management,
so the management of these areas is
best supported by a common tool.
Ideally, the tool chosen to perform this
function should be able to support the
following features:

Capturing requirements and
managing relationships across
requirements

Tracking requirements traceability
to work packages

Recording change requests and
reporting on changes to requirements

Associating requirements with
related risks and issues

Improving change control
by enforcing the change
control procedures.
CoCoNet/TeamForge is the Capgemini
recommended tool to support
requirements management and
should be used wherever possible
for the logging and management
of project scope and requirements.
There are a number of e-learning
modules available to users that provide
additional support with the set-up and
ongoing use of CoCoNet/TeamForge.
If it is the case that CoCoNet/
TeamForge will not be used, the
Requirements Authority within the
business unit must reach consensus
with the Delivery Manager and the
Offshore Project Manager, on the
selection of a common requirements
management tool for the project.
Agreeing the tool to be used may occur
within a RapidStart session.
General Guidance
Document Assumptions
Document all assumptions made
during the denition of project scope
and agree these with the Client. The
Engagement Manager must make
many assumptions concerning the
project when establishing the scope
of the project. These assumptions
may have a key impact on the size
and amount of work to be performed
during the project. Documented
assumptions become part of the
project overview and help to track
any changes in scope and other
areas of the project.
Explicitly Document What is
Out of Scope
When creating a scope statement,
be prepared to explicitly document
what is not in scope. It generally
helps to clarify understanding and
prevents confusion later on. In a
system design project, for instance,
the logical scope may be described
by a context diagram, and boundary
items (items that appear peripherally
on the diagram) would be documented
as out of scope. When scoping a
specic deliverable, indicate any parts
that will not be produced in full. For
example, you may choose to create
a conceptual design document that
contains major business transactions
but no activity dependency diagrams.
Ensure Change Control is
Applied to all Scope Changes
While it is important to establish a
good relationship with the Client,
particularly during the early stages of
the project, deferring the initiation of
a Change Control process normally
makes it harder not easier to establish
later on. In particular, the Client can
become very accustomed to the early
precedent of changes being applied
without impact on budget
or timescales.
The main objective for the Engagement
Manager is to establish the principle
that all changes to scope should be
subject to a change control process.
Doing so can help shift expectations in
other aspects, particularly timescales.
Even if the Client is not funding one
or more of the change requests (for
whatever reason) the acceptance by the
Client that the project scope has been
changed can be useful in resetting
expectations or deadlines.
Also, maintaining and reporting a
record of the nancial value of scope
changes implemented but absorbed
by Capgemini and not charged to
the Client can help with further
negotiations as well as with the
assessment of client satisfaction.
Be Rigorous about Applying
Scope Management
An essential part of successful Scope
and Requirements Management is
establishing discipline within the
project team to ensure project scope is
fully understood, that any variations
to baseline project scope are identied
as changes, and that all such changes
are managed via Change Control. All
project team members and project
stakeholders should be briefed on
the project scope at the beginning of
the project and kept up to date with
any key changes during the project
lifecycle. To ensure that this behaviour
is reinforced and maintained
throughout, the Engagement Manager
must be an enthusiastic advocate of
the process and must be vigilant about
following up on any cases where the
process has not been followed.
Know Your Contract
A statement of baseline scope will
normally form part of the contract.
The Engagement Manager must be
meticulous about fully understanding
the contents of the contract to understand
what has been previously agreed with
the Client. It is very important that the
contract is not contradicted.
Be Aware of Previous
Change Requests
The Change Control process, if
followed correctly, can result in the
addition of approved changes to
the project scope and therefore has
the effect of amending the original
contract. It is therefore important
for the Engagement Manager to
understand that the contractual scope
for a particular project will consist of
the baseline scope described in the
original contract as amended by any
subsequent approved change requests
which have been signed off by the
Client. This is particularly important
for any Engagement Manager who has
taken over a project in mid delivery.
Ensure Excellent
Communication on Project
throughout the Project
A statement of project scope is one
of the most important items to be
communicated to the project team
and all stakeholders. A comprehensive
statement of baseline project scope
should be included as a priority item
in the project kick-off and agreed
changes to project scope must be
communicated to the same audience
at key times throughout the project via
the project Communication process.
Ensure All Requirements
are Tracked and Linked to
Deliverables
A key technique for effective Scope
and Requirements Management is
the use of requirements traceability
mapping to identify the direct and
indirect linkages between different
work packages on the project. It
should be performed from the highest-
level requirement (e.g. business)
to the lowest-level requirement
implementation possible (e.g. software
product component). This will result
in a cohesive set of work packages that
are consistent with each other at all
levels of the hierarchy.
Requirements traceability involves
creating a reference link from the
requirements to the items that satisfy
the requirements such as capabilities,
design elements, operation
manuals, tests, etc. By mapping the
requirements to the work packages,
any unnoticed requirements will be
revealed and additional work packages
can then be dened. Requirements
traceability is usually established by
setting up a matrix (typically using
an excel spreadsheet) which will list
each requirement identied in the
Requirements Denition document
and match it to the appropriate
deliverable by which it is satised.
As part of this approach the following
should be set up and maintained:

Traceability Model A high-level
diagram that depicts the traceability
dependencies between the major
work packages or higher abstraction
groupings of work package types
such as product requirements,
detailed product designs, and
nal deliverables.

Traceability Matrix A mechanism
(e.g. a spreadsheet or a requirements
management tool) used to associate
specic instances of the work
packages with their respective
requirements. This is used to ensure
that all detailed requirements have
been catered for and to facilitate
ongoing evaluation of the impact
of a change to the system (change
impact analysis).
The Traceability Matrix ensures that:

Bi-directional (two-way) traceability
is maintained between plans,
deliverables and requirements

Traceability is also maintained
between the requirements and other
critical work products such
as design documents, data
models, etc.

All contractual requirements
are covered and satised

Changes to all related work
products can be managed in
a controlled environment

Changes are clearly highlighted
and acted upon

The full impact of a change
request can be identied
and assessed

The effectiveness of the
requirements management
process is veried.
64
General Guidance
Scope & Requirements Management
65
Every member of the project team
has a responsibility to ensure that the
project scope is clearly dened and
all changes are identied
and documented.
It is the responsibility of all Project
Team Members, either Capgemini
or Client staff, to:

Understand the project scope and
dene/rene requirements

Raise any changes to the scope as
change requests and forward them
to the Capgemini Team Lead or
Engagement Manager

Propose solution options and
produce estimates to address
identied changes, so that they can
be assessed and possibly approved

Report on requirements coverage
and implementation of changes.
Engagement Manager
Capgemini Engagement Manager
(and Team Leads) to:

Ensure that a contractual
scope baseline is in place

Ensure that the project team
members are fully aware of
what the project scope is

Dene the Scope and Requirements

Ensure detailed requirements are
dened and properly captured

Ensure requirements are aligned
to work packages

Ensure any change to scope is
handled by the Change Control
process

Identify and progress any changes
to scope and requirements

Ensure that potential scope
and requirement changes are
communicated to the Client and
other stakeholders in a timely
manner

Ensure that approved changes are
incorporated into the scope and
requirements documentation and
communicated to the project team

Manage the process, and monitor
and motivate the staff involved

Escalate any appropriate issues
concerning scope and requirements
to the Delivery Manager.
Project Manager to:

Ensure the offshore team
fully understand the baseline
project scope

Work with the project team to
ensure detailed requirements
are dened

Ensure requirements related to
offshore work are aligned to
work packages

Ensure that the offshore team is
able to identify potential changes
and notify the Engagement
Manager accordingly

Ensure any changes to scope
are handled by the Change
Control process

Support the reporting on the
Management process.
Client

dene and agree a baseline scope

Ensure the baseline scope is
communicated and understood
among the key client stakeholders

dene the detailed requirements,
making key stakeholders available
for requirements workshops
as appropriate

Ensure that any changes to scope
are communicated in a timely
manner to the Engagement Manager
and are dealt with via the Change
Control process

Decide on the course of action
required for any scope and
requirements changes in association
with the Capgemini Engagement
Manager or Delivery Manager.
Project Manager to:

Ensure that a contractual baseline
scope is in place for the work to be
carried out by the supplier

ensure detailed requirements
are dened

Ensure requirements related to
supplier work are aligned to
work packages

Identify and notify the Engagement
Manager of any potential changes to
the scope and requirements

Ensure any changes to scope
are handled by the Change
Control process

Support the reporting on the
Management process.
Delivery Manager

Resolve any escalated scope and
requirements issues

Assist the Client in determining
the appropriate course of action
required for scope and requirement
changes, in association with the
Engagement Manager

Provide feedback to the Capgemini
Engagement Manager on the
operation of the Scope and
Requirements Management process.
stream and several other streams:

includes production of the PGP
which needs to contain or refer to a
denition of project scope and high
level requirements.

plans, timescales, budget and costs,
all of which are intricately linked
with the project scope
and requirements.

The scope and requirements for
a project are exposed to changes
during all development phases,
and it is important to keep changes
under control throughout the entire
life of the project. This control can
be achieved by utilising the
Change Control stream.

Any problems regarding the
successful operation of the Scope
and Requirements Management
stream such as delays in dening
baseline scope, differences with
the Client over the denition of
detailed requirements, or changes to
scope not being subject to Change
Control, may become project issues
that need to be handled by the Issue
Management stream.

One of the best ways of ensuring
that project scope does not become
a project issue between Capgemini
and the Client is to ensure that the
detailed content of the project scope
is fully addressed in the client kick-
off meeting described in the Client
Relationship Management stream.

In order to prevent
misunderstandings, agreed
changes to the project scope and
requirements need to be well
communicated to all stakeholders
throughout the project via a
well managed Communications
Management stream.
The scope and
requirements for a
project are exposed
to changes during all
development phases,
and it is important to
keep changes under
control throughout the
entire life of the project
internal use only.
66 Scope & Requirements Management
This document gives guidance on how to develop Change
Control Procedures and to manage changes on a Capgemini
project. Change Control allows for proper handling of changes to
fundamental aspects of the project such as scope, requirements,
timescales, costs, and ultimately contract.
Change Control
C
h
a
n
g
e

C
o
n
t
r
o
l

Q
u
a
l
i
t
y

M
a
n
a
g
e
m
e
n
t
C
o
m
m
u
n
i
c
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
C
o
n
g
u
r
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e

M
a
n
a
g
e
m
e
n
t
K
n
o
w
l
e
d
g
e

M
a
n
a
g
e
m
e
n
t
P
r
o
j
e
c
t

G
o
v
e
r
n
a
n
c
e
R
e
s
o
u
r
c
e

M
a
n
a
g
e
m
e
n
t
R
i
s
k

M
a
n
a
g
e
m
e
n
t
S
c
o
p
e

&

R
e
q
u
i
r
e
m
e
n
t
s
M
a
n
a
g
e
m
e
n
t
I
s
s
u
e

M
a
n
a
g
e
m
e
n
t
S
u
p
p
l
i
e
r

&

P
r
o
c
u
r
e
m
e
n
t

M
a
n
a
g
e
m
e
n
t
P
l
a
n
n
i
n
g

&

F
i
n
a
n
c
i
a
l

M
a
n
a
g
e
m
e
n
t
C
l
i
e
n
t

R
e
l
a
t
i
o
n
s
h
i
p
M
a
n
a
g
e
m
e
n
t
DELIVER
TM
guidance on how to
Change Control process
and manage Changes
in a project. It should
be read and used in
Change Control stream
contained within
the Unifed Project
Management method.
What is Change Control?
Change Control refers to the control
of changes to fundamental aspects
of the project such as contract,
scope, requirements, timescales and
costs. The term change control is
preferred over change management,
as the latter commonly refers to the
organisation and people aspects of
transformation programmes.
This document is focused on
controlling project changes, as
typically managed by the Engagement
Manager, and not on controlling
every change to every conguration
item as typically managed by the
Conguration Manager or changes to
the Contract which are managed by
the Account Manager.
A Change is an amendment to
the project scope, a deliverable or
its denition, an agreed service,
a milestone date or project costs.
Changes can arise as a result
of validation of assumptions,
containment of risk, resolution of
issues or within the normal course of
the project progress when new ideas
emerge or business needs change.
A change is dened as an amendment
to any of the following:
Any required change to the

agreed scope or requirements (e.g.
the project team is required to
undertake additional activities and
deliverables that are not dened in
the baselined, agreed project plan or
fewer activities and deliverables as a
result of a reduction in scope).
Any required change to a deliverable

that has already been signed-off.
Any business issue where the impact

of the recommended course of
action includes making changes to
deliverables or to the project plan.
Any change or addition to any

agreed service, plan, milestone
date, deliverable content, resource
or cost as dened in the relevant
commercial agreements.
The Change Control process should
be dened and agreed as early as
possible (during the sales process, or
at the latest during the project Start-
Up phase) and must be applied to
all changes that impact contractual
agreements, agreed assumptions,
and the original scope of the project.
The changes must be recorded,
evaluated, costed, authorised and then
monitored. Formal Change Control
Procedures must exist for all projects
from the start, and be agreed in
writing with the Client. Ideally the
procedures should be included in
the contract itself.
When the procedures are dened
during the Start-Up phase, they may
be written in the Project Governance
Plan (PGP) for a simple project, or
as a separate document using the
standard Change Control Procedures
template. They should ensure that
changes are identied and approved,
implementation plans agreed and
progress tracked.
The main documents used by the
Engagement Manager to control
changes are the contract and the
change requests. The contract species
the original agreement between
Capgemini and the Client and
describes the baseline scope for the
project. Change requests are created
to document any subsequent change
to this baseline scope. At any point
in time, the current project scope is
determined by the baseline scope
dened in the contract plus all the
approved change requests.
Change Control 68
Introduction
69
Why have Change Control?
When a project is intended to break
new ground, explore new ideas, or
introduce innovations to the business,
changes are a normal part of the
discovery process. The payback gained
by an innovative change may provide
results that far outweigh the original
cost of making the change.
Change is acceptable as long as:
The executive sponsor and steering

boards agree that the change
request is justied
Potential impact to the project is

analysed and understood by
all parties
Agreement is reached on change

implementation, including all
aspects such as cost, timing,
quality, resources
Change is nally approved and

properly implemented.
However, uncontrolled change can
have a detrimental impact on the
project and will seriously reduce the
projects chances of success. Problems
occur when the size, amount and/or
direction of the change is not properly
justied or managed. The inclusion
or exclusion of the change should not
jeopardize the viability or protability
of the project.
Many projects end in failure due to
an inability by the Engagement
Manager and project team to
effectively manage changes. Either the
business requirements are not properly
bounded, or the scope creeps or
both. The result is seemingly
endless additions and changes to
the project that generally constitute
a loss of control and results in a
damaged nancial contribution.
It is essential that, at the start of the
Execution phase, the project has a
baseline, and from this point onward
all changes are handled by a formal
change control process. The objectives
of change control include the
following specics:
To provide a process to manage

requests for change to any aspects
of the project
To formally record and document

each change
To evaluate the potential (and actual)

inuence of each change
To ensure that the appropriate

authority is in place to assess and
implement changes
To keep the Client and all involved

parties aware of the status of changes
To maintain a clear view of the

current project scope which includes
approved changes
To monitor and control the amount

and rate of change on the project.
The essence of Change Control is
to provide a set of best practices
performed throughout the project
in an effort to control any kind of
change, providing a sound baseline
for acceptance by the Client
and preventing costly overruns.
Establishing the procedures will
ensure that project team and other
Change Control.

Changes are a normal
part of a healthy project
The Change Control
method is broken
provides a summary
the key steps and tips
for success.
05.01 Initiate Change Control
Activity Summary
The purpose of this activity is for the
Engagement Manager to establish
at the beginning of the project
the approach to be used for the
management of change for all aspects
of the project. This approach should
be dened in a set of Change Control
Procedures. In some cases, the Change
Control Procedures may have been
included in the Contract. If these have
been dened in sufcient detail, there
is no need to produce a separate set
however they will need to be referred
to in the PGP.
The change control procedures need to
cover the following elements:
Identication, documentation,
review and estimation of changes
requested throughout the project
The management of changes

covering the closure of unapproved
changes and the execution and
delivery of approved changes
Escalation of those changes which

have signicant impact upon
the project
The relationship between Capgemini

and the Client in relation to the
operation, management and
reporting associated with
this process.
Key Steps
Determine whether Change Control

Procedures are dened in sufcient
detail in the Contract
Review, tailor and document Change

Control Procedures to be used for
the project, either in the PGP (for
small projects) or in a separate
document using the UPM template
(for large projects)
Select Change Control Tools
Issue Change Control Procedures

and communicate to the Client and
project team.
Tips for Success
Know your contract
thoroughly before commencing this
activity, identifying any existing
agreement about Change Control.
already been agreed
At all costs ensure that the Change
Control Procedures do not contradict
what has been written into
the contract.
Ensure the procedures are
easily accessible
Ensure that the Change Control
Procedures are stored in the project
repository and that all members of the
project team as well as key client staff
know where and how to access them.
Change Control Process
Change Control 70
Start-Up Phase
05.01 Initiate Change
Control
Execution Phase
05.02 Identify,
Assess and Approve
Changes
05.03 Manage
Changes
Close-Down Phase
05.04 Complete
Change Control
71
Ensure all members of the project
team know what Change Control is
and what the approach to change is
within the project. Simply writing
the procedures is not enough, they
need to be a key part of how the
project operates.
Include in kick-off
Change Control Procedures and the
operation of them in the project
kick-off.

Get Client buy-in
Be prepared to spend some time to
ensure the Change Control Procedures
and the need for them are effectively
communicated to the Client. In order
to maximise the projects chances
of success, it is in their interests as
well as in Capgeminis that change is
effectively managed.
05.02 Identify, Assess and
Approve Changes
Activity Summary
Engagement Manager to ensure that
the Change Control Procedures that
have been dened are used effectively
on the project to:
Identify all changes on the project
Assess what needs to done to deliver

the change and the impact this will
have on the project deliverables,
timescales, costs and budget
Obtain approval (or rejection) of

the change within Capgemini and
from the Client
Formally document the approvals

and their consequences.
All project changes, including changes
in scope, requirements, costs, schedule
or resources, need to be proactively
identied and brought into the Change
Control process to minimise the level
of risk to the project that changes can
create. In order for this to happen, the
that the Contractual Baseline is fully
understood by all members of the
project team and that any potential
changes to this Contractual Baseline
are identied at an early stage and
a Change Request raised providing
formal documentation of the
change and the reasons for
requesting the change.
Once a change has been identied,
the next step is to investigate potential
solutions for the change and to assess
the impact the change may have on
the project. Collecting accurate change
information is necessary for effective
decision making and carrying out the
appropriate implementation approach.
Therefore an impact assessment is
required to investigate, document
and, where appropriate, estimate the
actual impact of the proposed change.
The change can potentially impact
any aspect of the project, such as
deliverables, effort, schedule, cost,
etc. The detailed impact should be
documented either in the Change
Request form itself, or if needed in
an attached Change Control Impact
Assessment document.
For major changes affecting a project,
the Engagement Manager may
identify and propose a number of
alternative solutions along with a
recommendation as to which solution
should be implemented. If the change
implementation approach is agreed,
the Engagement Manager must ensure
that the relevant actions are launched
as quickly as possible. On occasions, a
Client may reject a proposed solution
to a change on the grounds that it
might be inappropriate, too costly,
too complex or too time consuming
to implement. The rationale of the
client decision, including any success
criteria, should be documented.
responsible for ensuring that the
proposed solution, the results
of the impact assessment and
the recommended action plan
to implement the change are
documented. Once dened, these
proposals should be reviewed and
agreed internally within Capgemini
by the Delivery Manager. Following
their approval the change should be
discussed with the Client to determine
the next course of action, which could
be to proceed with the implementation
of the change or to reject it.
If the implementation approach is
agreed, the Change Request must be
signed off by both Capgemini and
the Client, as dened in the Contract
or the Project Governance Plan
(PGP), before the project can start to
implement the change. The rationale
for any such decision, including any
success criteria should be documented.
The change log must also be updated
to reect the change in status of
the change.
Once a change request has been
approved and signed off, the
Engagement Manager is responsible
for ensuring that any additional
activities are integrated into the
Project Plan in accordance with
the documented and approved
change request.
Key Steps
Identify and document change

on a Change Request
Record Change Request within

project Change Log
Assess impact of change
Determine change
implementation approach
Review and approve proposed

solution, impact and plan with
Capgemini management
Agree (or reject) Change Request as

part of discussions with the Client
Document decision about the

Change Request
Amend Project Plan to take account

approved Change Request.
Tips for Success
Establish a disciplined approach
to Change Control
An essential part of managing change
within the project is establishing
discipline within the project team to
understand and consistently follow
the Change Control Procedures.
Ensure all project team members and
project stakeholders are briefed on the
importance of scope management and
the need to operate Change
Control effectively.
Be vigilant
Rigorously follow up any cases where
changes have been applied by the
project team without going through
the process. Be wary of instances
where the Client attempts to squeeze
through genuine scope changes by
taking advantage of existing strong
relationships with particular
team members.
Start as you intend to proceed
It is important that Change Control
is introduced at the beginning of the
project and that the very rst change
is put through the process, even if the
change is small and it is decided not to
charge the Client for it. In this way all
the project team and, more
importantly, the Client will get used to
the operation of the process.
Ensure all changes are recorded
Ensure that all changes raised are
logged for management and tracking
purposes in a project Change Log
using an appropriate tool as described
in the Tool section. The project change
log will be used to record all project
change requests and this should be the
single repository for all changes raised
throughout the project.
Ensure all impact assessments
are authorised
As impact assessments may require
resource for the investigation and
could jeopardise agreed timescales and
deliverables, ensure that work on any
impact assessment does not commence
without written authorisation from the
Client. If the effort required is more
than half a day, aim to raise a separate
change to gain formal approval from
the Client to cover the costs of the
impact assessment.
Select the right resource for
impact assessment
Ensure that any Change Request
requiring an impact assessment is
assigned to a specic resource within
the project team who should be given
the responsibility for completing
the assessment within a target date.
Be prepared to choose this resource
carefully, as misunderstood or missing
impacts of a change could seriously
compromise the project costs or
schedule. In some cases, depending
upon the size and nature of the
change, it may be appropriate for the
impact assessment to be reviewed by
others within the team or by Subject
Matter Experts.
Work with the Offshore
Project Manager
If the project involves distributed
working ensure you work closely with
the Offshore Project Manager to
ensure that the baseline project scope
is fully understood by all project team
members, whether working onshore or
offshore, and that all changes to scope
are managed through the Change
Control process. All changes should
be fully discussed with the Offshore
Project Manager and not just those
that appear to affect the offshore team.
Ensure all changes are included
Some changes may have no effect, or
even a benecial effect, on the project
costs. Ensure these changes are still
managed via the Change Control
process to ensure they are fully
documented and tracked, and
that the impact of them is fully
understood by all parties.
Ensure concessions are
authorised
In certain cases it might be
appropriate, in order to improve the
relationship with the Client, to give a
concession such as granting a zero or
low cost change. Ensure that any kind
of concession granted to the Client
is fully documented, approved by
Capgemini management and
recorded in the Change Log.
Make sure the proposed solution
is approved
Ensure that the proposed solution to
the Change Request is fully approved
by the Delivery Manager and/or
Account manager before it is
presented to the Client.
Obtain Client sign-off before
starting work
Ensure that you do not start working
on any Change Request (even ones
that have been verbally approved)
without rst receiving a signed change
approval note from the Client with the
appropriate levels of authority applied.
Change Control 72
Change Control Process
73
Activity Summary
Engagement Manager to carry out
ongoing tracking, monitoring and
review of change requests throughout
the project in order to ensure that
the operation of the Change Control
process is effective. The Change Log
should be used to track the status
of the identied changes to ensure,
for example, that the appropriate
assessments have been carried out, any
authorisation for additional project
budget or time has been obtained
from Capgemini management and the
Client, and that approved changes
have been actioned by being passed to
the delivery team for implementation.
Change status reports should also
be produced to provide up-to-date
information on the status of changes.
A key part of this activity is Change
Escalation which may involve senior
management (Capgemini and/or
Client) in the control and decision
making process.
The escalation process must be
documented in either the Contract or
the Change Control Procedures (or
PGP). Escalation should occur when
pre-dened timescales or agreed costs,
based on change priority, lapse. Within
Capgemini, the Delivery Manager and
possibly the Account Manager must
resolve any escalated change and
provide feedback to the Engagement
Manager on recommended course
of action.

Key Steps
Track changes on a regular basis
Ensure the Change Control process

is being consistently used by the
project team and the Client to
identify and control changes
Follow up any anomalies
Escalate Change Requests as

required
Produce Change Control Status

Reports.
Tips for Success
Manager involved
For distributed projects, ensure the
Offshore Project Manager is not only
tasked with tracking and providing
progress on changes affecting the
offshore team but is also involved in
the monitoring of all project changes.
Regularly review
outstanding changes
The process to review outstanding
changes should be conducted on a
regular basis. As a minimum, this
activity should ideally be performed
on a fortnightly basis, as part of any
Project Progress Meeting or Client
Progress Meeting. Conducting
this review just once a month is
insufcient.
Keep Capgemini
management informed
Include a review of Change Requests
in Capgemini internal monthly
review meeting. Any new key changes
Manager and Account Manager.
05.04 Complete Change Control
Activity Summary
down the Change Control process
at the end of the project or hand it
over to the to the ongoing support
organisation responsible for operating
the delivered solution, now that the
project is nished. This activity also
provides an opportunity to capture
any possible recommendations
for improving the Change Control
Procedures and Tools used, so that
other projects may benet from the
experience gained. As part of this
activity, the Engagement Manager
should ensure that the Change Log is
fully up to date and accurately reects
the status of all Change Request
logged. Lessons learned need to be
identied and fully documented.
Key Steps
Carry out a nal review of

the Change Log
Ensure the Change Log is fully

up to date and make any
amendments necessary
Ensure that all lessons learned

regarding the Change Control
process are identied and
documented

with Offshore Project Manager and
project team
Handover Change Process and

Change Log to ongoing support
organisation (as appropriate)
Make sure outstanding changes

are clearly identied
Produce Change Control

Summary Report.
Tips for Success
Involve the Client
As part of identifying lessons learned,
ensure the clients views are sought
on the operation of the process.
Manager involved
As part of close-down review for
any distributed project, ensure the
Offshore Project Manager is actively
involved in the overall review of the
Change Control process.
Ensure all approved changes
are invoiced
Ensure that copies of any approved
Change Requests that require to be
invoiced are passed to the Capgemini
commercial team responsible for
raising the invoices.
Change Control 74
Tools to Support Change Control
Within Clarity it is possible to create
Change Requests from Issues and
Risks and vice versa. Clarity will
automatically create a link
between them.
If Clarity cannot be used to manage
Change Control, then an alternative
tool will need to be used to log and
control the changes. In setting this up,
it is important that the Engagement
Manager ensures compatibility with
any local standards and consistency
with existing contractual agreements
with the Client. The Engagement
Manager must check that the selected
tool can handle the following key
information:
Change Identier
Title
Description
Date Raised
Raised By
Client Visibility
Category
Impact
Severity
Decision
Priority
Status
Date Last Status Change
Owner
Change Implementation Actions
Related Change Requests
Comments
Estimated Cost
Cost for Client
Target Implementation Date
Actual Implementation Date
Actual Cost
Sign-off.
The Change Request entry/edit screen in Clarity provides a number of elds that
have been agreed as standard across Capgemini globally. These are categorised in
the following sections:
between Risks, Issues and Changes,
so the management of these areas is
ideally supported by a tool such as
Clarity. A tool should save time by
facilitating change control, reporting
to the various parties involved, and
providing automatic integration with
issue and risk management functions.
Within Capgemini, Clarity is the
recommended global standard
Change Control tool. Clarity provides
a centrally hosted repository that is
globally accessible to all members
of the project team, whether they
are from the Client, Capgemini,
subcontractors or other third parties.
The integrated security function in
Clarity controls rights to view, create,
edit or delete change information.
Changes can be linked to action items
or tasks in the work plan and can be
assigned to members of the
project team.
Change General Summarising the Change Request, its
Information unique identier (system generated),
who owns it and its contract reference
Change Details A short and a long description, as well
as who has raised it and when, priority
and the main domain information
Change Implementation Total labour effort and commentary eld
Effort
Change Implementation Total cost and revenue information,
Cost and Revenue and commentary elds
Change Review Workow tracking information
for completing the analysis of the
Change Request
Change Approval Approval details (Capgemini and
Client roles)
Change Tracking Change Request status and
closure date
Free Format Project Information These are free format text elds
that can be used for reporting
purposes
Attachments Any kind of support material
can be attached
Operate Change Control
Reasonably
Some suppliers are reputed to bid
purposefully low to a tight scope /
specication and then use an over-
zealous, heavy-handed or over-charged
change control process to make up
their margin.
This is not the Capgemini way our
change control process and estimates
should be fair and reasonable, and we
should consider alternative solutions
to reduce or alleviate the impact on
our clients.
This is not intended to imply that we
should follow the other extreme and
be soft on change control. We should
be fair and reasonable.
Align Change Control to the
Contract / Commercial Baseline
The scope and style of change control
should be aligned to the contractual
baseline and the commercial nature of
the project.
Most Capgemini technology project
contracts require Capgemini to manage
to a budget, xed or otherwise, and
change control should be a standard
feature of most of our contracts.
In some contracts, the nancial
contribution of the project is reduced
to the minimum during extensive
negotiations. In such cases, there
will typically be reluctance to apply
formal change control from a Client
standpoint, when our margins give
least room for operating a generous
approach to change control, and
therefore we must apply a full change
control process.
Establish Change Control from
the Beginning
It is important to establish the change
control process early in the project.
Some Engagement Managers nd
themselves tempted to defer early
Change Requests (CRs), reporting
reasons such as:
Not wanting to spoil a relationship

which is only just beginning
to develop, or is still in the
honeymoon period
Pressure from the Account Manager,

who is perhaps pushing to close
another deal, and wants to keep the
Client sweet
Not wanting to anger a Client

who has only recently signed off a
multi-million euro/dollar/ deal
for Capgemini by raising a change
request for a few thousand euros/
dollars/...
Not wanting to raise an ordinary

change request as the rst one,
preferring to wait for something
sizable with which to initiate
the process.
While these reasons are understandable,
deferring the initiation of a Change
Control process normally makes it
harder rather than easier to establish. In
particular, the Client can become very
accustomed to the early precedent of
changes being applied without impact on
budget or timescales. It is not necessary
for the rst change request submitted
to have a monetary value attached.
Establishing the change control process
is the objective.
There is one exception to this
guideline on early establishment
it is recommended that you choose
a relatively clear-cut change request
(or perhaps a number of change
requests, some of which Capgemini
will share responsibility for or offer as
a concession to the Client) with which
to initiate the process. Do not initiate
the process with a questionable
change request which is easy to
overturn.
75
General Guidance
It is very important to establish an appropriate review
process for change requests, which ensures they are
reviewed and agreed internally in Capgemini before
being issued to the Client for approval
Change Requests
can be Shared
It is allowable (where justied and
fair) for the impact of change requests
to be shared between Capgemini
and Client, or wholly assigned to
Capgemini rather than having to be
wholly funded by the Client.
For example, systems requirements
(e.g. as embodied in Use Case
specications and related documents
in a RUP project) typically include
internal as well as external elements.
Where the client/users could or should
have spotted the change request in
advance, the Client should fund
it; where the client/user could not
reasonably have been expected to spot
the change request but Capgemini
analysts should have done then
Capgemini should fund it. Grey areas
could be shared.
A good example of a shared change
request would be one where the
change request stems from a clear
Capgemini mistake but one that the
client/users could and should have
spotted during review.
Clearly, such ground rules can have a
signicant bearing on the commercial
success of the project, and should be
established with care, in consultation
Account Manager.
All Changes should
be Controlled
The Change Control process is often
thought to revolve around budget/
cost control but the impact on project
timescales is just as important. It
is important to process all changes
related to the contractual baseline,
even those that are not funded by
the Client.
Doing so maintains an accurate view
of the current contractual baseline.
Establishing this current baseline can
become important especially after
shifts in client strategy, or problems
on a project.
Doing so can also help shift
expectations in other aspects,
particularly timescales. Even if the
Client is not funding one or more
change requests (for whatever reason),
then the Change Control process can
be useful for resetting expectations
of deadlines.
Also, maintaining and reporting a
record of the nancial value of changes
requests processed but not charged
to the Client can help with further
negotiations.
There might not seem to be much
practical difference between a zero-
cost change request and a defect,
but such distinctions can impact
acceptance, or even Capgemini
reputation.
Changes are Contracts
Formal change requests are in
effect extensions to the Contract.
Furthermore, change requests can set
expectations and even become binding
regardless of whether they have been
signed off within Capgemini. It is very
important to establish an appropriate
review process for change requests,
which ensures they are reviewed and
agreed internally in Capgemini before
being issued to the Client for approval.
This is particularly true where some or
all changes are processed by relatively
junior or inexperienced
team members.
This applies not only to high-value
changes which tend to attract
appropriate reviews by default.
Low value changes can be just as
signicant, bringing unintended
contractual implications. For example,
the linking of a change to an expected
end date (perhaps with wording
about an absolute date rather than an
estimated date) could create a xed
deadline for Capgemini.
Change Control 76
General Guidance
Every member of the project team has
a responsibility to ensure that changes
are identied and documented,
whether associated directly with the
project or a general change that could
indirectly impact the success of
the project.
Team Members, either Capgemini or
Client staff, to:
Raise changes and document them

to the Engagement Manager or
Team Leads
Assess the impact of changes,

propose solution options and
estimate the effort and resources
required to complete the change,
as directed by the Engagement
Manager, Offshore Project Manager
or Team Leads
Report on the progress of assessment

and implementation of changes.
Engagement Manager
Ensure all changes are identied

and documented
Submit changes to project

change control board
Assign changes to the relevant

resources for impact assessment
Use change control when additional

budget is necessary to assess and/
or implement the change
Ensure that an initial assessment is

carried out to determine the scope
and severity of the change
Monitor the progress of changes
Escalate changes as appropriate

to Capgemini Delivery Manager,
Account Manager, and Client
Report on any evolution in the

status of a change or its impact
Manage the process, and monitor

and motivate the staff involved.
Project Manager to:
Ensure that the offshore team

identies and noties any changes
to scope and requirements to the
Engagement Manager

Monitor progress of changes

affecting the offshore team
Feed into the reporting on the

overall Change Control process.
Client

required for changes, in association
Manager, Delivery Manager and
Account Manager
Escalate changes within the client

organisation as required.
Project Manager to:
Ensure that the supplier team

identies and noties any changes to
the Engagement Manager

Monitor progress of changes

affecting the supplier team
Feed into the reporting on the

overall Change Control process.
Delivery Manager
Validate all changes (even the

small ones)
Help nding resolution for

escalated changes

overall handling of changes
Assist the Client in determining

the appropriate course of
action required for changes, in
association with the Capgemini
Engagement Manager.
77
Change Control stream and several
other streams:

scope and requirements to which
changes may subsequently
be applied.

production of the PGP which needs
to contain or refer to the Change
Control Procedures.

plans, timescales, budgets and costs,
all of which may be affected by an
approved Change Request.

covers project issues including scope
creep where the Change Control
process has not been operated
effectively.

Management stream covers areas
such as resolving disagreements with
the Client over the acceptance or
cost of a particular Change Request.
internal use only.
78 Change Control
Risk Management
This document gives guidance on how to develop Risk Management
Procedures and to manage risk effectively on a project. Proper
risk identifcation and assessment can signifcantly reduce the
probability of occurrence and/or the potential impact of most
risks on a project.
C
h
a
n
g
e

C
o
n
t
r
o
l

Q
u
a
l
i
t
y

M
a
n
a
g
e
m
e
n
t
C
o
m
m
u
n
i
c
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
C
o
n
g
u
r
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e

M
a
n
a
g
e
m
e
n
t
K
n
o
w
l
e
d
g
e

M
a
n
a
g
e
m
e
n
t
P
r
o
j
e
c
t

G
o
v
e
r
n
a
n
c
e
R
e
s
o
u
r
c
e

M
a
n
a
g
e
m
e
n
t
R
i
s
k

M
a
n
a
g
e
m
e
n
t
S
c
o
p
e

&

R
e
q
u
i
r
e
m
e
n
t
s
M
a
n
a
g
e
m
e
n
t
I
s
s
u
e

M
a
n
a
g
e
m
e
n
t
S
u
p
p
l
i
e
r

&

P
r
o
c
u
r
e
m
e
n
t

M
a
n
a
g
e
m
e
n
t
P
l
a
n
n
i
n
g

&

F
i
n
a
n
c
i
a
l

M
a
n
a
g
e
m
e
n
t
C
l
i
e
n
t

R
e
l
a
t
i
o
n
s
h
i
p
M
a
n
a
g
e
m
e
n
t
DELIVER
TM
guidance on how to
effectively setup the
Risk Management
process and manage
risks in a project. It
should be read and
used in conjunction with
the Risk Management
the Unifed Project
Management method.
All projects have some degree of
uncertainty due to the assumptions
associated with them and the
environment in which they are
executed. This uncertainty is
quantied as project risks. Project
risks cannot be eliminated entirely but
many of them can be anticipated and
reduced/managed in some way. Risk
Management systematically identies
risks and establishes risk management
strategies to reduce the probability of
the risk occurring, reduce the impact
of an occurrence and/or identify the
action plan should the risk actually
occur. A risk management plan is
then produced to implement
these strategies.
The identication and analysis of risk
within a project is a key process which
needs to be carried out throughout the
project life cycle to ensure its success.
Risk Management is an iterative
process which does not cease until
the project has been implemented.
However, it is most important during
the early stages of the project as early
identication of potential hazards
followed by action to contain and
control them will provide a greater
degree of condence in success.
There are many techniques for
identifying and analysing risks on a
project and the Engagement Manager
would often benet from using
different techniques at different
stages of the project.
What is Risk?
Risk is dened as the chance of
exposure to the adverse consequences
of future events.
Risk is inherent in any project as there
is always some degree of uncertainty.
It occurs where there is a potential for
an event to happen that may result in
a negative impact on the project. Some
risks are caused by the assumptions
made within a project; other risks may
arise due to the client environment,
the technology selections or a variety
of other factors.
It is not possible to completely remove
all risks from a project however,
proactively identifying potential risks
as well as effectively logging risks as
they become known, determining
strategies or actions which may reduce
the possibility of the risk occurring or
the impact should it occur, and the
ongoing review and management of all
open risk areas provides a solid basis
for the mitigation or containment of
risks within the project.
A risk is a potential problem, should
the risk actually occur then it becomes
an issue and is managed through the
Issue Management process.
Why is it Important for Project
Risks to be Managed?
Project risks may not be eliminated
entirely, but many of them can be
anticipated and the impact mitigated
or contained. As a result, the effective
management of risk contributes to
the better management of the
whole project.
Risk Management is the process of
identifying, analysing and reducing
or eliminating risks before they
can occur. It is designed to provide
safeguards to minimise the probability
that certain risks will materialise and/
or identify contingency actions to deal
with the risks if they materialise.
The essence of Risk Management is
to provide advanced preparations for
possible adverse future events, rather
than responding as the event happens.
Proactive risk management provides
an opportunity to select an alternative
action plan that will still enable project
objectives to be achieved successfully.
Risk Management 80
Introduction
All projects have some
degree of uncertainty
due to the assumptions
associated with them
and the environment in
which they are executed.
This uncertainty is
quantifed as
project risks
81
The process of risk identication
and analysis needs to be carried out
throughout the life of the project but
is key in the initial stages to ensure the
project has the best possible chances
of success. The benets of undertaking
risk management are:

An increased understanding of the
project which in turn leads to more
realistic time and cost estimates

A knowledge of the risks allowing
assessment of mitigation or
containment actions, possibly
preventing the continuation of non-
viable projects

Containment and minimising of
unavoidable risks

Greater condence that deadlines
will be achieved.
For the project, a risk has a severity
of impact and a probability of
occurrence. In order to manage the
risk it must be assessed to identify
actions that could reduce the
probability and or the severity of
the risk. A risk mitigation action is a
proactive measure aimed at eliminating
or reducing the risk. A contingency
action is a pre-planned action to take
should a particular risk occur. Once
all options are assessed an action plan
is created based on the optimal way of
managing the risk.
Risk management begins by dening
a set of procedures that detail how
risk will be addressed throughout the
project from identication through
to assessment, mitigation and
contingency actions, containment
and monitoring of risk, until the
completion of the project. In addition,
the procedures include the steps to
be taken when escalation to higher
authorities is required.
By establishing the procedures, the
Engagement Manager will ensure
that the project team and other
Risk Management. The procedures
provide a baseline that should be
maintained throughout the entire life
of the project.
When dening the Risk Management
Procedures for a project, the
Engagement Manager must understand
exactly what has been dened in the
contract and take care to refer to the
contract as appropriate and not to
contradict it.
The procedures may be written in the
Project Governance Plan (PGP) for a
simple project or a separate document
using the Risk Management Procedures
template in UPM. They should detail
how risks impacting the project are
identied, actively managed, tracked
and closed. They should also include
creating action plans and dening
escalation processes.
06.01 Initiate Risk Management
Activity Summary
During the start-up phase the
Engagement Manager should produce
a Risk Management Procedures
document that denes how Risk
Management will be undertaken on the
project. This document will be shared
with all members of the team and
agreed with the Client.
The Risk Management Procedures
need to cover the following elements:

The identication, documentation,
review and management, throughout
the project, of risks which are
identied as having a potential
impact on the project

The categorisation and scoring
method to be used on the project

The recording of risks in a risk log

The management and
reporting process

The creation of action plans that
include mitigation or containment
actions to manage the severity
or likelihood of the risk, and
contingency actions should
the risk occur

The communication structure
including offshore and client
team members

The closure of risks no longer
applicable or relevant to the project

The escalation of risks
where appropriate

The creation of issues should
a risk materialise

The creation of change requests as a
result of risk management actions

operation, management and
reporting associated with
the risk management process.
Care must be taken to ensure that the
procedures are aligned to all references
to Risk Management in the contract.
select a Risk Management Tool and
create an initial set of Risks based
on the information related to Risks
that was documented during the
sales process and the initiation
of the project.
Key Steps

Collate existing risk information
from any existing source (sales
process, past projects, etc.)

Review and tailor Risk

Select Risk Management Tools

Initiate Risk Log and capture
initial set of risks.
Tips for Success
Check the contract for obligations
relating to risk management
Care must be taken not to contradict
the contract, so the Engagement
Manager should check the contract
to ensure any risk related agreements
are incorporated into the procedures.
It is also wise to check the Sales
documentation for any assumptions
relating to the management of risks.
Risk Management Process
Risk Management 82
Start-Up Phase
06.01 Initiate Risk
Management
06.02 Identify and
Assess Risks
Execution Phase
06.02 Identify and
Assess Risks
06.03 Manage Risks
Close-Down Phase
06.04 Complete Risk
Management
The Risk Management
method is broken
provides a summary
the key steps and tips
for success.
83
Consider attributes that will support
risk management on the project
There are other attributes that can
be captured that will give the project
team useful information about the risk,
its impact, probability etc. A list of
possible attributes can be found in the
Risk Log template. Using them may
depend on the tool used to support
Risk Management.
Capture all risks already
identifed
An initial set of risks will have been
identied during the sales process. The
Engagement Manager should capture
all of these and log them before the
main risk assessment activity.
Communicate the Risk
Management Procedures to
the whole project team
The Risk Management Procedures
document should be communicated
to the whole project team including
the Client and suppliers to ensure that
everyone is aware of how to raise a risk
and what the procedures are.
Activity Summary
An initial project risk review needs
to be carried out as early as possible
on the project (possibly within a
RapidStart session). Ideally, the risk
review should be carried out as a
group exercise within the project in
order to fully explore the possible
risks to the project. The starting point
for the exercise should be the risks
identied in the sales process and/or in
previous projects.
It is important that the risk
identication process includes all
key stakeholders. A joint risk review
between the Client and Capgemini
provides an opportunity to build a
consensus on those risk factors that
exist for the project, and to obtain
agreement on ownership, mitigation
or contingency actions, and possible
risk management strategies. If the
project has an offshore element then
the Offshore Project Manager and team
should also be involved in the review.
It is also worth noting that some
useful contributions can be gained
by involving participants who do not
have a direct stake in the project.
Involving the client sponsor may
lead to some identied risks being
eliminated at the outset of the project.
For example, risks associated with
decisions on project scope may be
easily eliminated by the sponsor.
Following the initial risk review, any
member of the joint project team may
identify and record a risk at any time
during the project. The following steps
of recording, assessing, investigation
and taking necessary action will be
repeated throughout the project.
Once the risks have been identied,
they need to be recorded. The
Capgemini standard approach for
doing this is the use of Clarity. In some
cases, the Client may stipulate the
use of their own risk logging tool. If
there is no PMO on the project, the
Engagement Manager will control
and manage the risk log.
The shared risks log will be accessible
by all members of the project
team, as well as nominated client
representatives. Offshore team
members will also require access to
the risk log and have the ability to
request updates (identication of new
risks, evolution or existing risks, etc.).
All risks will need to be quantied
either using the Clarity functionality or
the agreed project risk tool. Risks are
quantied in the following ways:

Probability the probability of the
risk occurring. The choices within
Clarity are High, Medium or Low,
with the default level set at Low.

Impact the effect of the particular
risk on the project, determined
by the risks effect on the project
performance, supportability, cost,
and schedule. The choices within
Clarity are High, Medium or Low,
with the default level set at Low.
The diagram shows the general
classication of risk level based on
impact and probability ratings. The
resulting risk level rating gives an
overall picture of the risks the project
is exposed to, with clear indication of
the top risks which should be given
the most attention.
Raising a risk primarily involves
documenting a potential problem
which may impact or impede the
project in the future. Investigating a
risk analyses the nature and scale of
the impact to the project and identies
the possible actions that will mitigate
or contain it.
Low
Low
Med
Probability of Occurrence
RISK LEVEL RATING
S
e
v
e
r
i
t
y

o
f

I
m
p
a
c
t
Med
High
High MED
MED
MED LOW LOW
LOW
HIGH HIGH
HIGH
The objective of investigating the risk
is to capture in detail the potential
circumstances or conditions which
might cause the risk to occur, to
identify potential mitigation actions
to reduce the probability of the risk
occurring or contingency actions to
minimise its impact should it occur.
Where appropriate it is important to
quantify the impact of the risk on the
project in terms of cost and effort.
The owner of a risk is responsible for
its investigation.
When assessing the possible actions
they fall into two categories:

Risk Mitigation actions that when
taken aim to reduce the probability
of the risk occurring, or to reduce
the potential impact of the risk.

Risk Contingency actions that will
only be taken when the risk occurs.
If the risk never occurs then no
action will be taken.
The risk investigation stage will dene
the risk mitigation for each risk. It
will look at the actions that can be
taken and the timescales they must
be completed in to avoid the risk
occurring or to reduce the impact
on the project should the risk be
realised. It will also consider potential
contingency actions to be taken if the
risk is realised. It may be necessary
to rst complete some mitigation
action just to understand the
contingency options.
Example 1
There is a risk that a technology may
not perform as required.

The mitigation actions developed
to avoid the risk occurring may be
to run a proof of concept and that
the proof of concept must be run in
parallel with the rst delivery phase
of the project.

The contingency plan could be
to select an alternative technology
to be used if the risk occurs, i.e. if
the original technology does not
perform. This would have to include
the additional costs for purchase and
licensing of the alternative.
Example 2
There is a risk that resources with
the required specialist skills may not
be found.

The mitigation action could be to
change the technology so that the
specialist skilled resources are no
longer required.

The contingency action could be
identify or create a training course
that could be used to train other
resources if the necessary skilled
resources cannot be found. This
action would only have to be put
into place if the risk actually occurs.
Once all the factors are understood,
the optimal action plan can be agreed
with the appropriate members of
the team and the Client. It is also
important to consider changes to the
severity and probability of other risks
as a result of selecting the action plan.
In some cases an action may mitigate
more than one risk, but in other cases
the action may have an adverse effect
on other risks. For example a decision
to reduce the risk of a long project
by increasing the team size will
increase the risk of ineffective team
co-ordination and communication.
Sometimes the decision may be to
monitor the risk instead of taking
any immediate action. This decision
should be recorded with a review date
of when the risk will be reassessed
or resolved.
Risk mitigation or containment
actions must be actively followed
up or managed by the risk owner.
Feedback on the progress and status of
mitigation action must be recorded on
the risk management tool.
Key Steps

Identify and document risks

Quantify and investigate risks

Identify and recommend mitigation
and contingency actions

Decide on action plan

Implement action plan raising
change request(s) if necessary.
Tips for Success
A checklist can be used to support
the initial identifcation of risks
During the initial risk identication
and assessment exercise during project
start-up it is useful to use a checklist.
This will help structure discussions
and can be used to divide workshops
into groups to address different areas.
A checklist will help ensure that no
area is missed.
Risks may be classifed as
internal or external
External risks will have an impact
on our commitments to meet the
contracted deliverables/terms of the
project or the project as a whole.
Internal risks will only impact
Capgemini. Not all risks should be
made visible to the client or supplier
team members, so the Engagement
Manager could use risk levels to
further categorise the risk. Internal
risks should be reviewed at internal
progress meetings and external risks
should be reviewed at the client
progress meetings. External risks
would include client and supplier
team members unless it is deemed
necessary to distinguish between the
two on more complex projects.
Risk Management 84
85
Grouping risks by category can
help during review sessions
Risk can be categorised by type,
for example:

Sales

Client

People

Skills

Delivery

Technology.
This can help when reviewing the
log as it is often easier to deal with
one subject area at a time rather than
jumping around. This approach can
also save time as the actions to mitigate
or contain one risk may also cover
other risks in the category.
Ensure all factors are
considered when
investigating a risk
The following factors should be
considered when investigating the risk:

How the project would be affected

The scale of the potential impact on
the project

The actual impact in terms of
scope, deadlines, effort and cost,
if the risk occurs.
Consider the value of each
action as compared to its cost
The response to a risk is related to
value. How much are you willing to
spend to reduce either the likelihood
of an event occurring or severity of
the impact if it occurs? For example
many people insure their car to
mitigate the cost of an accident, but
few people buy a second car as a
contingent action in the event that their
primary car is not able to be driven.
The cost of the action must be weighed
against the value of mitigating or
containing the risk.
Raise change requests if action
or investigation requires it
If the mitigating or containment action
has a cost or impact on the project it will
be necessary to raise a change request
to get it authorised by the project. It
will sometimes be necessary to raise
a change request in order to proceed
with investigating a risk. Where there is
signicant effort required or the need to
purchase hardware or software. Changes
should be raised even if the cost is to
be covered by Capgemini as it is
important to maintain a record of
the decisions and actions.
06.03 Manage Risks
Activity Summary
The ongoing monitoring and control
of risks is necessary throughout the
project. The Engagement Manager
needs to ensure that the risk
mitigation/containment plans are being
implemented, that new risks are being
identied and managed in a timely
manner and that the risk
management process is effective.
Risks change over the life of the project
with new ones developing and existing
ones reducing or disappearing. Therefore
the project risks should be reviewed on a
regular basis, most probably weekly. This
will enable the tracking of existing risks
and the assessment and assignment of
new risks.
Risk reviews can be incorporated into
the scheduled project progress meetings
or held as a separate meeting dedicated
to Risk Management on larger scale
projects. The Engagement Manager
is responsible for managing the risk
management process and ensuring the
risk owner is responsible for the timely
resolution of a risk. They are supported
by the Offshore Project Manager and
the PMO.
The PMO will provide, on a weekly
basis, a report of:

All new risks raised in the
previous week

A report of all risks closed in
the previous week

Any risks for which agreed
actions have passed their target
completion date.
Risks are escalated under two
circumstances:

If the impact of the risk or the
probability of the risk occurring are
determined to be signicant enough
to justify being raised for management
attention. All risks which have a
calculated risk score within Clarity that
is above threshold are considered to
be signicant and therefore considered
for escalation.

If the agreed actions associated with
the risk (either to investigate the risk
or to undertake mitigating activities)
are not being completed in the agreed
timescales.
If the impact of a logged risk is perceived
to be signicant enough to justify being
raised for management attention the
escalation path outlined in the risk
management procedures document
should be followed. The escalation
path will depend on the project
organisation structure.
Closure of a risk will occur either
because the risk is no longer considered
likely to become an issue (either the
mitigating actions have been successful
or the project has progressed to such a
point that the item raised is no longer
considered to be a risk) or the risk
has actually occurred and is being
managed through the issue and change
management processes. If a risk occurs
and results in the raising of an issue
or a change request, it must be cross
referenced back to the original risk.
Risk Management 86
At the time of closing a risk, the
originator of the risk should be
notied. If the originator has concerns
that the risk has been closed but not
resolved satisfactorily, the originator
should raise it with the risk owner.
If the concern remains unresolved
then it should be escalated to the
Engagement Manager and possibly
the Delivery Manager.
Escalation of risks should be an
exception with effort being made to
resolve risks within the project team.
Key Steps

Review Risk Log

Review progress of agreed
containment actions

Review, assess and amend existing
risks as required

Check actual ownership of risks

Raise issues if risk occurs

Close risks if appropriate

Escalate risks if required

Report on Risk Management status.
Tips for Success
Review risk log on a
regular basis
Risks and their likelihood and impact
will change throughout the life of a
project so it is important to review the
risk log on a regular basis. Mitigating
or containment actions that were put
in place for a risk at the beginning of
the project may not be sufcient if the
impact and likelihood changes.
Equally, risks should be closed if
they are no longer valid. The risk log
should be kept to a manageable level
to avoid wasting valuable time
reviewing hundreds of risks.
Focus on high priority risks
during progress reporting
Risks should be reviewed regularly
but focus should be given to the high
priority ones and ones for which an
action plan is underway.
Keep the risk log up to date
Risk Management is a powerful tool in
ensuring project success. It provides
an early warning system for the project
team. If potential problems are dealt
with before then occur the project will
run much more smoothly and is more
likely to remain on track and within
budget. If the Engagement Manager
does not actively promote risk
management and ensure risks are
assessed and actions taken, then it
will into disuse.
Risks should be linked and cross
referenced to issues and changes
Linking related risks and cross
referencing issues and change requests
can help when analysing the wider
impact of a risk and the impact of any
mitigating and containing actions.
It is often difcult to consider the
full effect that a change may have on
other risks, or the impact of taking a
particular action. Linking and cross
referencing will help to ensure the
wider implications are considered.
06.04 Complete Risk
Management
Activity Summary
At the end of the project the
Engagement Manager will either close
down the risk management process or
hand it over to the person responsible
for warranty, or who will be maintaining
the solution. It is important to ensure
that the risk log is up to date in terms
of risks identied and their status. This
activity should involve the Offshore
Project Manager where applicable.
In addition to the risk handover the
Project Manager should discuss and
document any reusable risk mitigation
strategies that could be used on future
projects as well as lessons learnt or
suggestions for improvements to
the procedures.
Key Steps

Handover up to date Risk Log

Identify reusable risk
mitigation strategies

Capture lessons learnt and
suggestions for process
improvements.
Tips for Success
Involve project team members
and Client in feedback sessions
When capturing lessons learnt and
suggestions for improvement to the
Risk Management process it is useful
to get feedback from other members
of the project team including the
Client and suppliers. They may have
a different perspective on how Risk
Management was handled and their
insights could benet future projects.
Tools to Support Risk Management
87
between Risks, Issues and Changes, so
the management of these areas is best
supported by a tool such as Clarity.
A tool will save time by facilitating
risk reporting to the various parties
involved and providing automatic
integration with change and issue
management functions. In addition,
the tool should also improve risk
management by enforcing the risk
management procedures and reusing
historical risk data and mitigation/
contingency plans.
global standard and mandated Risk
Management tool. Clarity provides
subcontractors or other third
parties. Clarity is a server based web
application accessible through either a
web browser or the scheduler software
OpenWorkbench. It is to be used by
all project stakeholders (engagement
manager, offshore project manager,
team leads, PMO, clients, project
teams, etc.) to access a centralised
repository for project data including:

Project Plan

Estimate to Complete

Risks, Issues, Change Requests

Financials Actuals/Forecasts

Project Management Documents.
edit or delete risk information. Risks
can be linked to action items or
tasks in the project plan and can
be assigned to members of the
project team. This integration allows
planning and follow-up on risk
management activities.
When Clarity cannot be used as a
risk management tool, the Engagement
tool can handle the following
key information:

Risk ID

Title

Description

Date Identied

Identied By

Source

Category

Priority

Status


Trend

Probability Of Occurrence

Severity Of Potential Impact

Exposure

Owner

Planned Mitigation Actions

Contingency Trigger(s)

Planned Contingency Actions

Comments

Target Closure Date

Actual Closure Date

Sign-Off.
Risk Management 88
General Guidance
The following section lists some
techniques that may be useful to
the Engagement Manager when
undertaking Risk Management. There
are many techniques for identifying
and managing risks. Those listed
below do not form part of the UPM
method but can be used to support it.
Many are useful options for identifying
the initial set of project risks. This
document only provides an overview
of the technique and does not provide
the detailed instruction on when and
how to apply the techniques.
Assumption Analysis
One way for the Engagement Manager
to identify risks is to explore the
project assumptions. These will be
documented in the contract, captured
during the sales process and captured
in the initial phase of the project. Risks
will arise out of assumptions that are
inaccurate, unstable, inconsistent or
incomplete.
Document Reviews
This involves reviewing all project
documentation and using it to identify
risks. The reviewer would look at the
quality, consistency, completeness and
accuracy of the documents as well as
analysing the content. Risks would
arise out of inconsistencies across the
documents, assumptions made within
the documents that may not be true
and incomplete documents. One of
the inputs would be the contract as
contradictions with or in the contract
can result in serious risks.
Checklist Analysis
This involves the use of checklist
statements or questions to help
identify risks in different areas of the
project. The Engagement Manager
would use a comprehensive checklist
developed from the historical
information and knowledge gained
on other similar projects and other
sources of information. Each question
or statement would provide a trigger
to the identication of a potential risk
to the project.
Checklists could also be used as
a structured basis for group risk
identication. If a risk workshop is
held with members of the project team
the checklist can be used to either
divide up the risk identication
into areas or as a guide to structure
the thinking.
Information Gathering
Techniques
The following are techniques that
can be used in the early stages of the
project to identify the initial set
of risks:

Interviewing - This would be
done by the Risk or Engagement
manager and should involve all
key stakeholders including team
members and client representatives.
The interview should be structured
to cover the different areas or
categories of the project.

Brainstorming - In a workshop
environment with attendees from all
areas of the project, people identify
and capture all risks to the project.
It is useful to use categories as a
framework and to provide stimulus
to the thinking. Risks are then
rationalised and analysed and taken
forward as the initial Risk Log.

Root Cause Analysis - A technique
where problems are identied and
analysed to nd the root cause(s).
Preventative actions are then
developed for each cause.

Delphi Technique - A group of
project risk experts answer a
questionnaire anonymously. The
responses are summarised and
re-circulated. After a few rounds a
consensus of risk is reached. This
technique reduces bias and evens
out the inuence of participants.
What Could Go Wrong (WCGW)
One way to identify the main risks
to a project are to think about what
could go wrong. Each thing identied
constitutes a risk to the project. These
can be captured in a brainstorming
session or structured workshop. The
session should involve all the people
who have an interest in the project,
from project team members to client
representatives, 3rd party and other
stakeholders.
The resulting list can then form
the initial Risk Log and should be
analysed, investigated and assigned
for action as required. The risks will
then be managed using the processes
dened from the UPM method.
Reverse Ishikawa Technique
Using the same approach as the
WCGW technique above, the
Reverse Ishikawa is an effective risk
management technique used to
uncover high likelihood, high impact
risk areas and assign ownership
to solutions. It was adapted from
Kaoru Ishikawas sh bone, or
cause and effect diagram, where the
factors contributing to an outcome
or problem are drawn in a diagram
resembling a sh skeleton. In the
Reverse Ishikawa approach, instead of
looking at a project from the positive
approach (How can I plan for a good
project?), it looks at projects from the
negative side (How might this project
fail?). Human nature makes it easier
to think of ways to destroy things than
to save things.
The Reverse Ishikawa can be very
effective in managing risk if used
properly. It starts with an initial
Risk Management 88
identication session involving
all main project members and
stakeholders. Using the knowledge
learned from the session and following
through on mitigation plans is the real
power of this technique.
Once the risks have been identied,
rationalised and categorised they are
then analysed for probability and
impact, and mitigation or containment
plans are created as required.
Risk Profling
A risk proling tool could be used
as an alternative approach to the
denition of risks and supports the
identication of risks. Most risk
methods are based on probability/
impact with varying degrees off
sophistication in terms of data
management and presentation
techniques. An alternative method is
based on the premise that programmes
and projects handle uncertainty
by making assumptions. These
assumptions can be judged for their
implication to the success of a project
and for their validity. In other words
how much does a project depend
for success on the assumption being
correct and what weight should be
given to the assumption?
So, in risk proling a risk is dened
as a potentially invalid assumption.
Derived assumptions can thus
be tested to see whether they are
potential risks; assumptions that are
characterised as having above average
implication and below average validity
are agged as potential risks. Potential
risks thus identied are converted into
precise statements of risk using If/
Then type logic. All risks are dened
in terms of:
If the assumption is not valid
Then the following impact may
occur on the project
Finally the risk is assessed in terms
of its criticality (how close is the
risk to impacting on the key critical
success factors of the project), its
manageability (how much control does
the project have over the risk) and its
time of impact (what date will the risk
impact if no avoiding action is taken).
These 3 measures allow a pictorial
prole of risk to be built up for
the project.
All the assessments of the assumptions
and risks are made using 4 levels
there is no Medium case so managers
have to think about an assumption or
risk and come down on one side or
the other.
89
Contradictions with
the contract, or in the
contract itself, can
result in serious risks
Every member of the project team and
the wider Capgemini organisation has
a responsibility to ensure that potential
risks are identied and mitigated
or contained.
Engagement Manager

Ensure all risks are identied
and documented

Assign risks to the relevant resource
for investigation and assessment

Ensure that the initial assessment is
and severity of the risk

Raise change control when
additional budget is necessary
to mitigate risk

Monitor the evolution of risks

Escalate risks as appropriate to

Report on any change in the
likelihood of a risk occurring
or the impact

Manage the process and monitor
and motivate the staff involved.
Project Manager to ensure that as well
as identifying general project risks they
focus on risks to the offshore aspects
of the project. These must be identied
and managed effectively following the
project process.
Team Members (either Capgemini
or the Client) to:

Raise risks and document them
to the Engagement Manager or

Propose mitigating options and
estimate the resources required
to complete the mitigation

Report on the progress of the
mitigation of risks.
Client

Identify and raise risks to the project

Take responsibility for mitigating
actions on client related risks
as assigned

Report on progress of actions in
a timely manner

required for severe risks or non-
containment of risks in association
Manager or Delivery Manager.
Project Manager to:

Identify and raise risks to the project

Take responsibility for mitigating
actions on supplier related risks
as assigned

Report on progress of actions in
a timely manner

Investigate supplier related risks
and feed back mitigating and
containment strategies

required in association with the
Capgemini Engagement Manager.
Delivery Manager

Resolve any escalated risks

Engagement Manager on the overall
risk strategy

Assist the Client on determining the
appropriate course of action required
for risks or non-containment of risks
in association with the Capgemini
Engagement Manager.
Risk Management 90
Risk Management stream and several
other streams:

The Issue Management stream is
linked because any risk that actually
occurs becomes an issue and should
be managed through the Issue
Management process. It is important
to cross reference the risks that
become issues so that an audit trail
is created and it is possible to trace
the issue to its origin.

The Change Control stream will be
used to raise any change requests
identied as part of the investigation
or action plan for the risk. Having
decided upon the best risk strategy,
it can be necessary to raise a Change
Request in order to implement
the planned actions. There is
sometimes a cost associated with
the investigation of a risk and here
too a Change Request would have
to be raised to cover the additional
effort and cost required. Again it is
important to cross reference the risk
with the change request and ensure
that the audit trail is maintained.

stream will specify the review and
reporting process for risks. On
smaller projects the risk review
can be incorporated into the
progress meetings.

will reference Risk Management
Procedures in the Project
Governance Plan.

91
internal use only.
92 Risk Management
Issue Management
This document gives guidance on how to develop Issue
Management Procedures and to manage issues on a Capgemini
project. Issue Management is designed to provide safeguards
to minimize impact of issues on the project.
C
h
a
n
g
e

C
o
n
t
r
o
l

Q
u
a
l
i
t
y

M
a
n
a
g
e
m
e
n
t
C
o
m
m
u
n
i
c
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
C
o
n
g
u
r
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e

M
a
n
a
g
e
m
e
n
t
K
n
o
w
l
e
d
g
e

M
a
n
a
g
e
m
e
n
t
P
r
o
j
e
c
t

G
o
v
e
r
n
a
n
c
e
R
e
s
o
u
r
c
e

M
a
n
a
g
e
m
e
n
t
R
i
s
k

M
a
n
a
g
e
m
e
n
t
S
c
o
p
e

&

R
e
q
u
i
r
e
m
e
n
t
s
M
a
n
a
g
e
m
e
n
t
I
s
s
u
e

M
a
n
a
g
e
m
e
n
t
S
u
p
p
l
i
e
r

&

P
r
o
c
u
r
e
m
e
n
t

M
a
n
a
g
e
m
e
n
t
P
l
a
n
n
i
n
g

&

F
i
n
a
n
c
i
a
l

M
a
n
a
g
e
m
e
n
t
C
l
i
e
n
t

R
e
l
a
t
i
o
n
s
h
i
p
M
a
n
a
g
e
m
e
n
t
DELIVER
TM
guidance on how
to effectively set up
and operate Issue
Management. It should
be read and used in
Issue Management
the Unifed Project
Management method.
What is an Issue?
All projects will have unplanned
issues which, if they are not dealt
with effectively, can have a severely
detrimental impact on the project.
An issue is an actual problem
impacting the progress, cost or
scope of the project. Examples
of issues include:

Unanticipated technical problems

Client failures to resolve
environmental problems

Estimating assumptions that were
too vague or missing

Loss of key personnel

System down time

Slow system response time that
impacts productivity

User turnaround delays

Development conditions worse
than assumed

Lack of access to key personnel.
The identication of issues can arise
not only from logged and known risks
which have actually occurred, but also
from the ongoing day to day progress
of the project.
Many questions are raised during
the project. In response to some,
simply make a decision and move
forward. Other questions require
documentation, formal evaluation,
and approval. Deciding whether to
document something as an issue is
primarily a judgment call. However, if
you can answer yes to two or more
of the following questions, the matter
should probably be documented
as an issue.

Will it have a signicant impact
on the project (i.e., cause a delay,
change the direction, impair the
solution, hinder the quality, alter
the model or deliverable content,
or increase the cost)?

Is it relevant to the project? Often
there are issues that have nothing
to do with the expected outcome
of your project. They should be
documented in another issue log or
the program issue log, but not in the
project issue log.

Will it require a decision by
the Engagement Manager or
Project Sponsor?

Should the decision be made visible?
When a decision must be made on
a controversial question, you may
want to document the question
as an issue and the decision as a
resolution. Visibility can aid in the
decision-making process, and act
as an audit trail if the decision is
later questioned.

Does it need further clarication
or investigation?
The objective of Issue Management is
to minimise the negative impact
of issues on the engagement.
Project issues are not used to report
software defects identied during unit,
integration or system testing. These
are defects which will be handled
according to the dened software
acceptance processes. Nor should
project issues be used to resolve
commercial or contractual issues
having a broader scope than just the
project the process for resolving
this type of issue is set out within the
overall commercial agreement.
Issue Management 94
Introduction
95
Why have Issue Management?
Issue Management is the process of
identifying, analysing and resolving
issues when they occur. It is designed
to provide safeguards to minimise
their impact on the project. It ensures
that issues that will impact the project
are identied at an early stage,
documented and communicated
within the project, action plans drawn
up and agreed, and progress in
resolving them tracked.
Uncontrolled project issues can have a
disastrous impact on a project. Failure
to effectively implement a proper
Issue Management process within the
project may expose Capgemini and its
Clients to increased probabilities of:

Budget overruns

Project delays

Low staff morale

Productivity decline

Client dissatisfaction.
Every effort should be made to resolve
issues as quickly as possible. When
they go unresolved, issues tend to
cause other project impacts. A small
issue when not resolved quickly can
grow over time into a much larger
issue which will eventually require
much more time and effort to resolve.
At its worst such an instance could
result in serious damage both to the
project and to the relationship with
the Client. The most serious result of
avoiding the confrontation of project
issues is that the delay makes the size
of the problem increase dramatically.
Furthermore, it is very difcult to
regain the trust with the Client that
is lost as a result of surprising the
Client with an unexpected overrun
or delay caused by an issue that has
not been identied and dealt with
quickly enough.
Issue Management begins by dening
a set of procedures that demonstrates
how issues will be addressed
throughout the project from
identication through to assessment,
denition of action plans, monitoring
and resolution. In addition, the
procedures include the steps to be
taken when escalation to higher
authorities is required.
By establishing the procedures, it
ensures that project team and other
Issue Management. The procedures
provide a baseline that should be
maintained throughout the entire
life of the project.
An effective Issue Management process
imposes a discipline that elevates
issues to a level of management where
they can be identied, evaluated and
dealt with in a conscious and orderly
fashion. This makes project Issue
Management a key to the success
of every project.
Uncontrolled project issues can have a
disastrous impact on a project
07.01 Initiate Issue
Management
Activity Summary
Engagement Manager to establish at the
beginning of the project the approach
to be used for the management of issues
within the project. This approach should
be dened in a set of Issue Management
Procedures.

The Issue Management Procedures need
to cover the following elements:

Identication and recording,
investigation and denition of
resolution actions and management
of issues which have materialised and
which are having an impact on the
project

Escalation of problems and issues
for resolution to higher authorities

operation, management and reporting
associated with
this process.
Care must be taken to ensure that the
procedures are aligned to all references
to Issue Management in the contract.
In addition, The Engagement Manager
will create an initial set of project
issues. These issues will be identied
and assessed based on historical
data gathered from the sales process
through all relevant stakeholders, and
documented in an appropriate manner.
Key Steps

Collect existing issue information

Review and tailor Issue Management
Procedures - Document the procedures
in the PGP (for small projects) or
template (for large projects)

Select tools to be used for Issue
Management

Issue procedures and communicate to
the Client and project team.
Tips for Success
Know your Contract
thoroughly before commencing
this activity.
already been agreed
At all costs ensure that the Issue
Management Procedures do not
contradict what has been written
into the contract.
Ensure the procedures are
easily accessible
Ensure that the Issue Management
Procedures are stored in the project
repository and that all members of the
project team as well as key client staff
know where and how to access them.
Ensure all members of the project team
know what constitutes an issue and what
the approach to dealing with issues is
within the project. Simply writing the
procedures is not enough; the team
needs to be a key part of how the project
manages issues.
Issue Management Process
Issue Management 96
Start-Up Phase
07.01 Initiate Issue
Management
Execution Phase
07.02 Identify And
Assess Issues
07.03 Manage
Issues
Close-Down Phase
Management
The Issue Management
method is broken
provides a summary
success.
97
Include in kick-off
Issue Management Procedures and their
actual implementation in the project
kick-off.
07.02 Identify And
Assess Issues
Activity Summary
the Issue Management Procedures that
have been dened are used effectively
on the project to:

Identify all issues on the project

Analyse and evaluate the impact the
issue is having or will have

Determine the issue resolution
approach.
The process of identifying issues
should begin in the sales cycle.
Building upon the historical data
gathered from the sales process and
the views of the Client and other
key stakeholders, the Engagement
Manager will have an initial set of
project issues which will be added to
as an ongoing process throughout the
life of the project. These issues should
be recorded in the issue log, which
should be accessible by all members of
the project team, as well as nominated
client representatives.
Once an issue has been identied, the
next step is to analyse and evaluate
the impact the issue is having or
will have. The Engagement Manager
should ensure that the assessment
of each issue is performed by all
project stakeholders, so that a detailed
view of the overall impact on the
project is available and subsequently
documented. The evaluation of issues
is needed to assign relative importance
to each identied issue, and is used
in determining when appropriate
management attention is required.
The high-impact issues must be
highlighted throughout the project and
must be the subject of regular review
by the Engagement Manager to ensure
that they are being carefully monitored
and updated in the issue log.
All issues will need to be prioritised
according to the priority criteria
available within Clarity. The choices
for an issue priority are High, Medium
or Low. Issue priority should be
assessed based on the impact on the
project in terms of scope, plan and
budget/cost. The priority for an issue
is initially set by the originator when
the issue is logged, this prioritisation
may be reviewed by the Engagement
Manager and changed if appropriate
(assuming the originator is notied.)
When the impact of the issue is
understood, the next step is to look
at what action or actions are needed
to resolve and close the issue. There
will be circumstances when an issue
can not be resolved in which case
actions to minimise its impact on
the project must be identied. The
that the appropriate actions needed
to address the identied issues are
determined and documented. Once
dened, these actions should be
reviewed with relevant stakeholders to
determine whether to proceed, such
decisions are made upon agreement
on relevance, cost, complexity, etc.
The issue owner will play a key role
in determining the appropriate action
and must consider and produce a
resolution recommendation after
assessing the options available. A nal
recommendation may be chosen in
consultation with the Engagement
Manager and the Client. The actions
identied to resolve an issue and/or
minimise its impact will each be given
a deadline by which they must be
completed, and they may be delegated
by the issue owner.
Key Steps

Identify and document issues
within project issue log

Analyse issues

Determine issue resolution
approaches and related action plans.
Tips for Success
It is important that Issue Management
is introduced at the beginning of the
project and that the project team get
used to raising, logging and following
up issues as part of the normal
operation of the project.
Involve the whole project in
issue identifcation
This is best done during the Start-Up
phase of the project, by conducting
a formal issue workshop, inviting
all key stakeholders (including
client stakeholders) to participate in
identifying the initial set of project
issues, using the material collected
from the sales process as the main
source. This process is formalised as
part of RapidStart.
Establish a disciplined approach
to Issue Management
An essential part of managing
issues effectively within the project
is establishing discipline within the
project team to identify issues that
exist and consistently follow the Issue
Management procedures to log and
control them. Ensure all project team
Once an issue has been identifed, the next step
is to analyse and evaluate the impact the issue is
having or will have
members and project stakeholders
are briefed on the importance of
Issue Management and the need to
identifying (and documenting) issues
as an ongoing task throughout the
course of the project.
Ensure all issues are recorded
All issues raised need to be formally
recorded using an appropriate issue
log. The Capgemini standard is to use
Clarity for this purpose although in
certain cases it may be necessary to use
an alternative logging mechanism e.g.
if the Client already has an issue log
and insists upon it being used for the
project. Whether Clarity or an
alternative mechanism is used it is
important that there is one project
issue log that is used to record all
project issues and that will be used
as the single repository for all issues
raised throughout the project.
Classify issues as internal
or external
Ensure the issue log is set up to allow
Issues to be classied as internal or
external. External issues will have an
impact on the projects commitments
to meet the contracted deliverables/
terms of the project and therefore will
be shared with the Client. Internal
issues will only impact Capgemini and
therefore are not shared with the
Client. In this way sensitive issues
which the project may not want to
share with the Client can still be
indentied and managed via the
Select the right resource
for issue investigation
and resolution
Ensure that issues are allocated to the
appropriate resources for investigation
and resolution and that they are given
the appropriate priority. In cases
where the project involves distributed
locations, the Engagement Manager
and the Offshore Project Manager
need to work together to ensure
urgent issues are allocated to the
most appropriate staff for resolution
e.g. considering the time difference
between onshore and offshore
locations in the identication of
resources to ensure that the impact of
a real show stopper is minimised.
Work with the Offshore
Project Manager
working ensure you work closely with
the Offshore Project Manager to ensure
that Issue Management operates
effectively across the whole project
team, including the distributed team.
This will involve jointly agreeing how
issues emerging on both the sides will
be managed, issue prioritisation and
allocation of the appropriate
issue owner.
Ensure appropriate change
requests are raised
In some cases, a resolution might
involve a change to the project, in
terms of budget/cost, timescales
or quality. If this is the case such a
resolution would constitute a change
to the project and would need to be
raised via the Change Control process.
Once the issue resolution approach
has been agreed, ensure the relevant
actions are launched immediately
and monitored on a regular basis
via the Issue Management process
with any necessary changes to the
project managed via the Change
Control process to ensure the change
is fully agreed and signed off by both
Capgemini and the Client.

07.03 Manage Issues
Activity Summary
Engagement Manager to carry out
ongoing monitoring and control of project
issues throughout the project lifecycle.
Issues change as a project matures,
where new issues develop and
identied issues change or get
resolved. Issue monitoring and
control processes provide information
on an ongoing basis that assists in
effective decision making to reduce
the overall impact on the project.
Effective issue monitoring and control
assists the Engagement Manager in
determining whether actions have
been implemented, whether issues
have changes or whether new issues
affecting the area have now emerged.
Issue monitoring requires the ongoing
review and assessment of issues. This
should be completed on a regular basis
(ideally weekly but as a minimum
on a fortnightly basis) within the
scheduled Project Progress meetings or
a separate meeting dedicated to Issue
Management may be required
on larger scale projects.
In addition to the regular issue
monitoring activity as part of the
project progress process, this activity
must also form an integral part of
the projects Monthly Review, where
the progress of key issues should be
discussed with the wider Account
and Delivery management team. In
particular, all key issues (i.e. those
which have a material affect on the
project or are very highly visible to
the Client) should be included in the
Capgemini monthly reporting cycle.
If the impact of a logged issue is
perceived to be signicant enough to
justify being raised for management
attention or the agreed resolution
actions associated with the issue are
not being completed in the agreed
timescales, then the issue needs to
be escalated to Capgemini and, if
appropriate, Client management.
Issue Management 98
Issue Management Process
99
Key Steps

Monitor and track issues

Produce issue status reports

Review issues at project
team meetings and follow up
related actions

Produce issue status reports to be
used as inputs for various progress
meetings

Escalate issues as appropriate.
Tips for Success
Keep the Offshore
Project Manager involved
Offshore Project Manager is not only
tasked with tracking and providing
progress on issues affecting the
offshore team but is also involved in
the monitoring of all project changes.
Regularly review
outstanding issues
The process to review outstanding
issues should be conducted on a
regular basis. As a minimum, this
activity should ideally be performed
on a fortnightly basis, as part of any
Project Progress or Client Progress
Meetings. Conducting this review just
once a month is insufcient.
Keep Capgemini
management informed
Include a review of signicant
issues in Capgemini internal
monthly review meeting.
Management
Activity Summary
down the Issue Management process
at the end of the project or hand it
over to the to the ongoing support
organisation responsible for operating
the delivered solution, now that the
project is nished. This activity also
provides an opportunity to capture
any possible recommendations for
improving the Issue Management
Procedures and Tools used, so that
other projects may benet from the
experience gained. As part of this
activity, the Engagement Manager
should ensure that the issue log is
fully up to date and accurately reects
the status of all issues logged. Lessons
learned need to be identied and
fully documented.
Key Steps

Carry out a nal review of
the issue log

Ensure the issue log is fully
up to date and make any
updates necessary

Ensure that all lessons learned
regarding the Issue Management
process are identied and
documented

with Offshore Project Manager,
if appropriate

Handover issue procedures and issue
log (including all outstanding issues)
to ongoing support organisation,
as appropriate

Produce nal Issue Management
Summary.
Tips for Success
Involve the Client
As part of identifying lessons learned
ensure the Clients views are sought on
the operation of the process
Manager involved
The process to review
outstanding issues
should be conducted
on a regular basis
Issue Management 100
Tools to Support Issue Management
If Clarity is not being used as the
issue tracking tool, the Engagement
tool can handle the following
key information:

Issue ID

Title

Description

Date Identied

Identied By

Origin

Category

Severity

Impact

Decision

Priority

Status


Owner

Issue Resolution Actions

Estimated Cost

Target Resolution Date

Related Change Requests

Comments

Actual Resolution Date

Actual Cost

Sign-Off.
Clarity provides a number of elds that have been agreed as standard across
Capgemini. These are categorised in the table below.
between Risks, Issues and Changes, so
the management of these areas is best
supported by a tool such as Clarity.
A tool will save time by facilitating
issue reporting to the various parties
involved and providing automatic
integration with change and risk
management functions. In addition,
the tool should also improve Issue
Management by enforcing the Issue
Management Procedures and reusing
historical issue data and resolution
plans.
global standard and mandated Issue
Management Tool. Clarity provides
subcontractors or other third parties.
edit or delete issue information.
Issues can be linked to action items
or tasks in the work plan and can be
assigned to members of the project
team. This integration allows
planning and follow-up on
Issue Management activities.
Issue Issue General Summarising who has raised the
Properties Information issue (and when), the issue unique
tab identier (system generated), the issue
owner, priority, and status.
Issue Description A description of the issue and its
impact, as well as an impact date.
Also a categorisation eld and an
opportunity to identify other
areas impacted by the issue.
Issue Resolution The recommended actions to resolve
Action the issue, their due dates, and a closure
justication to be lled in when
issue is closed.
Issue Details & Free Format Project These are three free format text elds
Associations Information and three number elds that can be
tab used for reporting purposes.
Attachments Any kind of support material can be
attached.
Issue Tracking Tracking Some basic audit details see audit
tab trail tab for more details.
Resolve Issues as Soon
as Possible
The project team should be
encouraged to identify a possible
solution to an identied issue as soon
as possible. Open issues can have
a detrimental effect on the project
schedule and morale. At every step
in the process, you should attempt to
push for a resolution.
Do not Be Afraid to Tackle
Diffcult Issues
Difcult issues are best tackled as
soon as possible. Delay usually only
makes the issue more difcult to
resolve eventually. Furthermore,
procrastination runs the risk of
serious project impacts such as
project overruns occurring which
can seriously damage the
Client relationship.
Be Collaborative
Treat the Client as a partner in the
Issue Management process and not
as an adversary. Where the issue
directly involves the Client, meet with
the Client to agree an action plan to
resolve the issue in a positive way.
Establish Discipline
Regarding the Issue
Management Process
An essential part of issue tracking
is establishing discipline within the
project team to follow the Issue
Management process. All project team
members and project stakeholders
should be briefed on the Issue
Management process and encouraged
to use it. To ensure that this behaviour
is reinforced and maintained
throughout, the Engagement Manager
must be vigilant about following up on
issues. If the Engagement Manager fails
to follow up, the Issue Management
process will lose credibility with the
project team and be seen as pure
administration that serves no
useful purpose.
Adopt a Structured Approach for
Dealing with Multiple Issues
Very rarely will you have the luxury
of encountering issues one at a time.
Instead, issues tend to arrive in
clusters of overlapping, interrelated
trouble. You may be able to rst sort
and then partition large issues into
their constituent parts before tackling
the alternatives. When faced with
more than a single problem, adopt the
following strategy:

Address major issues before
minor ones

Adopt a divide-and-conquer
approach by logically partitioning
complex issues into a set of smaller,
more focused ones. In some cases,
a major issue may turn out to be a
series of minor issues that can be
easily addressed individually

Look for relationships between
multiple issues. Sometimes, one
issue will cause the other issues to
be more urgent. Look for these root
issues and resolve them rst.
Encourage Those who Identify
Issues to Identify Resolutions
Encourage those who identify issues
to suggest possible resolutions at
the same time. Those closest to the
problem are often in the best position
to suggest solutions. This will also
minimize backward delegation by
members of the team.
101
General Guidance
Treat the Client as a partner in the Issue
Management process and not as an adversary
Every member of the project team and
the wider Capgemini organisation has
a responsibility to ensure that actual
issues are identied and resolved.
Team Members (either Capgemini
or the Client) to:

Raise issues and document them to
the Capgemini Engagement Manager
or Team Leads

Propose resolution options and
estimate the resources required to
complete the actions, as directed by
the Capgemini Engagement Manager
or Team Leads

Report on the progress of the
resolution of issues.
Engagement Manager

Ensure all issues are identied and
documented

Assign issues to the relevant resource
for investigation and assessment

Ensure that the initial assessment is
and severity of the issue

Raise change control when
additional budget is necessary to
resolve the issue

Monitor the progress of issues

Escalate issues as appropriate to

Report on any change in the status
of an issue or its impact

Manage the process and monitor/
motivate the staff involved.
Project Manager to ensure that as
well as identifying general project
issues, the offshore team focuses on
issues with the offshore aspects of
the project. These must be identied
and managed effectively following the
relevant process. As part of this, the
offshore team must work closely with
the Engagement Manager to:

Agree how issues emerging from the
offshore team will be managed

Help with issue prioritisation

Provide support to allocate the
appropriate issue owner

affecting the offshore team

Escalate any issues as appropriate
to the Engagement Manager.

Client

required for severe issues in
Engagement Manager or
Delivery Manager

Ensure actions assigned to the
client team are executed in a
timely manner

Propose resolution options on
client related issues

Identify project issues and
document them.
Project Manager to:

Ensure all issues involving the
supplier team are identied and
documented

involving the supplier team

Escalate issues as appropriate to
Capgemini management.
Delivery Manager


Manager on the overall operation of
the Issue Management process

Assist the Client on determining
required to resolve issues in
Engagement Manager.
Issue Management stream and several
other streams:

to contain or refer to the Issue
Management Procedures.

Many of the issues managed as part
of this stream may have originally
been project risks that have
materialised and therefore were
previously managed by the Risk
Management stream.

The resolution of issues managed
via this stream may result in project
changes that need to be managed via

scope and requirements and any
problems regarding the successful
operation of this stream such as
delays in dening baseline scope or
differences with the Client over the
denition of detailed requirements
may become project issues that
need to be handled by the Issue
Management stream.

plans, timescales, costs and budget,
all of which may be affected by a
project issue raised as part of
this stream.
103
internal use only.
Client Relationship
Management
This document gives guidance on how to develop Client
Relationship Management Procedures and to effectively
manage that relationship throughout the project. Establishing
and maintaining long-term client relationships is a fundamental
aspect of the Capgemini way of working. C
h
a
n
g
e

C
o
n
t
r
o
l

C
l
i
e
n
t

R
e
l
a
t
i
o
n
s
h
i
p
M
a
n
a
g
e
m
e
n
t
Q
u
a
l
i
t
y

M
a
n
a
g
e
m
e
n
t
C
o
m
m
u
n
i
c
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
C
o
n
g
u
r
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e

M
a
n
a
g
e
m
e
n
t
K
n
o
w
l
e
d
g
e

M
a
n
a
g
e
m
e
n
t
P
r
o
j
e
c
t

G
o
v
e
r
n
a
n
c
e
R
e
s
o
u
r
c
e

M
a
n
a
g
e
m
e
n
t
R
i
s
k

M
a
n
a
g
e
m
e
n
t
S
c
o
p
e

&

R
e
q
u
i
r
e
m
e
n
t
s
M
a
n
a
g
e
m
e
n
t
I
s
s
u
e

M
a
n
a
g
e
m
e
n
t
P
l
a
n
n
i
n
g

&

F
i
n
a
n
c
i
a
l

M
a
n
a
g
e
m
e
n
t
S
u
p
p
l
i
e
r

&

P
r
o
c
u
r
e
m
e
n
t

M
a
n
a
g
e
m
e
n
t
DELIVER
TM
This document
contains guidance on
how to effectively set
up and manage Client
Relationships. It should
be read and used in
Client Relationship
Management stream
contained within
the Unifed Project
Management method.
What is Client Relationship
Management?
Client Relationship Management
consists of establishing and
maintaining a good relationship with
the Client. This is one of the most
important activities to be carried
out by an Engagement Manager. A
strong relationship with the Client is
not only fundamental to the success
of the engagement, but also that of
future potential engagements with
the same Client. Client Relationship
Management is initiated and led by
the Engagement Manager, Account
Manager, and Delivery Manager.
However, the Offshore Project
manager may also play a critical role
in building strong ties with the Client.
Why is it important to Manage
Client Relationships?
Establishing and maintaining long-
term client relationships is a corner-
stone objective of the Capgemini
project management process. It is often
said that in business, Clients buy from
other people, not from organisations
and as a rule Clients prefer to do
business with those people they
feel comfortable with i.e. with
whom they have good relationships.
Therefore Capgeminis success in
delivering a good service to our
Clients depends very much on the
strength of the relationships which
our staff builds with the Client and
the effort that has gone into
establishing those relationships.
A good relationship with the Client
can, in many cases, be the difference
between success and failure on
a project. When an excellent
relationship exists with the Client on
an engagement, many of the small
problems and issues that inevitably
arise on the project can often be
easily and effectively dealt with in
an amicable manner. However, if
a poor client relationship exists on
the project, those same problems
can be blown out of all proportion
and escalated within both the client
organisation and Capgemini to the
extent that, in the most extreme
cases, the project can be perceived
as a disaster.
When a very good relationship
exists between the Client and the
Engagement Manager, the success
of the project will be acknowledged
and applauded by the Client and can
be used to cement the relationship
between Capgemini and the Client
still further. On the other hand,
if a poor or difcult relationship
with the Client exists, then in many
cases even a project success can be
unacknowledged and unappreciated
by the Client. In the most extreme
cases the Client may go out of their
way to nd fault with what was
otherwise a successful outcome.

Client Relationship Management 106
Introduction
107
A strong relationship with the Client
is one of the key factors governing the
success of a project and for that reason
building an excellent relationship with
the Client is one of the most important
activities that needs to be addressed by
the Engagement Manager. In building
the relationship, the Engagement
Manager should be supported by
the Account Manager and Delivery
Manager but given the importance of
inter-personal relationships mentioned
earlier, the key role form a project
point of view will be that of the
Engagement Manager. To a large
extent, the clients view of the project
will be governed by the strength
of the client relationship with the
Engagement Manager.
Building an excellent client
relationship does not just happen,
it is a project activity like any other
that needs to be carefully planned
and executed over the life of the
project. It is a continuous process
and at times can be hard work as well
as fun. However, it is a mandatory
activity - all projects require effective
client relationship management in
order to achieve success. Even projects
with well-conceived goals, a clearly
committed team and well developed
implementation plans can still be at
risk of failure if client relationships are
not managed effectively.
Client Relationship Management
stream can lead to the following
problems:

Differences in understanding
between the Client and project team
over what is to be delivered, when
and at what cost

A lack of a common agreement
with regards the overall state
of the project

Differences in perception between
the Client and the project over the
attainment of project milestones and
overall success of the project

Wrangling over commercials -
A good client relationship is no
guarantee that commercial disputes
wont arise on a project but a poor
client relationship will very often
result in commercial problems being
greatly magnied

Difculties over the acceptance
of deliverables

Misunderstandings and
disappointment (on behalf of the
Client, project or both) when the
system/solution is implemented

Failure to generate a long term
relationship with the Client and
therefore to generate subsequent
repeat business.
Building an excellent
client relationship does
not just happen, it is a
project activity like any
other that needs to be
carefully planned and
executed over the life
of the project
08.01 Initiate Client
Relationship Management
Activity Summary
the Engagement Manager to dene
the procedures and approach to be
followed on the project for Client
Relationship Management and to
establish initial relationship
with the Client.
At the beginning of any project, the
Engagement Manager must produce
the Client Relationship Management
Procedures by tailoring the standard
approach, using relevant tailoring
guidelines to meet the needs of the
project and the specic Client. The
procedures are produced to establish
and maintain the specic actions
and approach used to establish
and maintain the relationship
with the Client.
By establishing the procedures, it
ensures that project team members
and other stakeholders understand the
process involved and the expectations
behind Client Relationship
Management. The procedures provide
a baseline that should be maintained
throughout the entire life of the
project, but should be revised if the
standard processes are changed.
work with the Account Manager to
determine whether appropriate tools
are already being used that provide
data about the Client, projects that
are on-going or have been completed,
and opportunities for future business
with the Client.
Establishing the relationship with
the Client would normally begin
during the proposal process, however
there are occasions where a new
Engagement Manager may run the
project once the contract has been
signed by the Client and Capgemini.
As a result, it is important for the
Account Manager or the Delivery
Manager to formally introduce the
Engagement Manager to the Client, so
that their working relationship can be
established as quickly as possible. At
this initial meeting with the Client the
Engagement Manager should aim to
gain an understanding of the overall
client organisation and goals, which
includes roles and responsibilities,
business objectives, and the business
environment. This information is
helpful when setting and managing
their project expectations, preparing
for the project kick-off and setting
up and coordinating the project
Steering Board.
Client Relationship Management Process
Start-Up Phase
08.01 Initiate Client
Relationship
Management
08.02 Develop Client
Understanding
08.03 Facilitate
Client Kick-Off
Execution Phase
08.04 Maintain Client
Relationships
08.05 Monitor Client
Satisfaction
Close-Down Phase
08.06 Complete
Client Relationship
Management
Management stream
summary of each UPM
tips for success.
109
Key Steps

Review and Tailor Client
Procedures - Document the
procedures in the PGP (for small
projects) or in a separate document
using the UPM template (for
large projects)

Select Client Relationship
Management Tools

Establish Client Relationship.
Tips for Success
Plan initial Client meeting
carefully
As rst impressions count for a great
deal, ensure you spend sufcient time
to plan for the initial meeting with
the Client. Ensure you have read the
contract and also have been fully
briefed on the client organisation and
the initial sales process (if you were
not involved in the original sale) by
the Account Manager. You should also
ensure that you are fully aware of any
risks and issues that were established
during the sales process as well as any
hot topics that may exist within the
client organisation.
Agree how you are going to
work with the Client
A key output from the initial client
meeting should be a plan for how
the Client and Engagement Manager
will engage with each other over the
coming weeks e.g. frequency,
timing, format (face to face or
conference call), etc. in order to
develop their relationship.
08.02 Develop Client
Understanding
Activity Summary
Engagement Manager to seek to
understand the Client better by gaining
knowledge about the clients goals,
business objectives and business
environment and satisfaction criteria.
Understanding the clients
organisational mission, goals,
expectations and constraints allows
the project to align its direction,
activities, and shared vision with the
Client and helps create a common
purpose within which project activities
can be coordinated. To enable
this, it is critical to understand the
interfaces between the project and the
stakeholders external to the project,
and the objectives and expectations of
all relevant stakeholders (internal and
external).
Initially, the Engagement Manager
must review and conrm with the
client leadership, their obligations
and responsibilities that were dened
within the Contract. These obligations
should be rened to the required level
of detail.
In addition, the Engagement Manager
should work with the Client to
determine the satisfaction factors that
will be measured during the project.
The Client Satisfaction Criteria are
separate and distinct from the Client
Acceptance Criteria, which only relate
to the project deliverables.
Manager should coordinate the set-up
of the Client Steering Board (comprising
client stakeholders), which should
include a denition for the meetings,
standard agendas, attendee list and
schedule. Successfully establishing the
Client Steering Board with the client
project sponsor helps demonstrate the
clients commitment to the project and
the approach for agreeing consensus.
Key Steps

Review Client Prole

Review and Conrm
Client Obligations

Dene Client Satisfaction Criteria

Ensure Client Steering Board Set Up.
Tips for Success
Make sure you understand
what happened during the
sales process
The starting point for this activity is
the Contract and the discussions that
took place between Capgemini and
the Client during the sales process.
Make sure you fully understand what
the client expectations were and what
was said to the Client during the sales
process. In addition to the Contract,
ensure you gain access to any key
communication between the Client
and Capgemini during this stage.
Clearly document Client
obligations
Having a clear understanding of what
the Client Obligations are will provide
further clarity regarding Capgemini
commitments. Ensure all the client
task and resource responsibilities are
clearly documented and formally
signed-off by the Client. This will
facilitate project planning and
monitoring and will be of help in
event of issues or change requests.
The chances of project success
will be improved by having a clear
understanding of the
client responsibilities.
Invoke change control for any
changes in Client obligations
Where the Client Obligations have
changed from that agreed in the
Contract, you need to ensure that you
review these changes with the Client
to identify the party that will now be
responsible for delivering the relevant
obligations. Where the Client conrms
that changes are required, the Change
Control process must be invoked to
assess the impact of the changes on the
project budget, costs and schedule.
08.03 Facilitate Client Kick-Off
Activity Summary
undertake a joint kick-off with the
Client and to gain formal approval
from client management to start the
Execution phase of the project.
organise a kick-off meeting with the
Client that provides an introduction to
the Client and Capgemini project team
members. The main purpose of the
meeting is to assure the Client that the
Engagement Manager understands the
requirements and expectations
of the Client and will deliver the
project successfully.
The kick-off meeting provides the
team with the information necessary
to understand the project and their
responsibilities. A kick-off meeting
provides an excellent forum to
discuss the project and to begin
developing key working relationships.
Additionally, the kick-off meeting
demonstrates commitment of project
sponsorship and the leadership.
The client kick-off meeting and
approval to move to the Execution
phase signies the formal start of
the delivery-oriented portion of the
project. Although signicant effort
will have already occurred during
earlier activities of the Start-Up phase,
this work was mainly focusing on
management plans, methods, and
techniques, which were identied,
possibly tailored, and then nalised
for use on the project.
The kick-off meeting should be
attended by all relevant client
representatives, including project
sponsor, project management,
project team and other key personnel.
Client sponsors that will ensure team
buy-in and executive support for the
project should be very pro-active in
the preparation of the kick-off and
directly involved in the actual meeting
and presentation.
The Engagement Manager typically
provides the project goals and
objectives, reviews the project
ground rules (time reporting, expense
guidelines, work hours, etc.), and
provides the initial team building
momentum. Client sponsors can
present an overview of the goals and
objectives from their own perspective.
They should be prepared to answer
questions from the team. Any issues
are documented for future follow-up.
At the end of the Start-Up phase, the
Engagement Manager must ensure
that appropriate budget, resources and
most importantly client support are in
place before work can begin with the
Execution phase of the project.
The Engagement Manager will prepare
a certicate that will provide formal
acceptance that the Start-Up phase has
been completed and grants approval
for the Execution phase to begin. The
certicate should then be presented
to the Client for formal approval and
sign-off.
Key Steps

Prepare Client Kick-Off Materials

Conduct Client Kick-Off Meeting

Obtain Client Approval to Proceed.
111
Tips for Success
Prepare well in advance
The client kick-off meeting is one of
the earliest opportunities to assure the
Client that Capgemini understands
the requirements for the project and
their expectations, and that Capgemini
will deliver the project successfully. It
is therefore a very important meeting
and you need to ensure that there is
sufcient preparation for it. Produce a
draft agenda and get it reviewed by the
and the Client and if appropriate
consider having a dummy run
of the presentation with a small
audience who could provide
constructive feedback.
Ensure the kick-off content is
comprehensive
The kick-off should be designed
such that client staff and project team
who have no, or only little, prior
knowledge of the project can gain
a good understanding of what the
project consists of and how it is going
to be delivered. The presentation
should include at least the following
major points:

Project vision, objectives
and constraints

Stakeholders expectations
and requirements

Solution overview

Project approach and project plan

Project organisation (including
partners and suppliers)

Roles and responsibilities

Project ways of working

Client satisfaction and client
acceptance.
Seek input from the team
and the Client
Develop the brieng materials based
on the requirements of the project
team and client organisation and seek
input from other members of the team
and the Client. Ask the sponsor of the
project to help in the preparation of
the brieng materials and provide the
business background summary.
Ensure the Client reviews
the content
Prior to the kick-off meeting arrange
to review the kick-off material with
the client project manager and project
sponsor to ensure that they are happy
with the content and messages that
are being promoted in the nal
material. Client management should
be encouraged to develop and deliver
some of the material for the kick-off
meeting, as a way to build effective
working relationships.
Ensure the kick-off is well
attended
Be sure all team members attend
the kick-off meeting. The brieng
gives team members an opportunity
to clarify what the project means to
them, understand what they mean to
the project, and begin working with
the other team members. The kick-off
meeting is an ideal time for conducting
team-building activities.
Include the project sponsor
in the session
The project sponsor can present, from
the user perspective, an overview of
the specic process under evaluation
and can demonstrate to the project
team and other client staff the
commitment of the client organisation
to the project.
Involve the offshore
project team
Where the project involves distributed
working, if at all possible, try to ensure
that either the full offshore team or the
key resources from the offshore team,
participate in some way in the kick-off
with the Client. Ideally the Offshore
Project Manager should travel,
otherwise appropriate communication
and collaboration tools should
be used.
08.04 Maintain Client
Relationships
Activity Summary
ensure that both the Engagement
Manager and Account Manager
continue to develop the relationship
with the Client by being aware of any
changes within the client organisation
and identifying potential opportunities
for further work that might arise with
the Client.
During the life of a project, there may
be many changes in Client contacts
and Capgemini personnel. As a result,
regular dialogue and communication,
both formal and informal, are
necessary to maintain and develop a
sound relationship with the Client.

Constant review of the client
expectations is essential to the success
of not only the existing project but
the account as a whole. Periodic
evaluation of the relationship with
the Client ensures that all targets and
expectations are being met.
112
Throughout the project, the team will
continue to maintain and develop their
relationships with the colleagues from
the client organisation and as such
they may be able to gather further
information and intelligence about the
Client. By collecting this information,
and passing it onto the Account team,
it can be used to better understand
the Client and identify additional
opportunities for future work.
If needed, corrective actions should
be identied to address any concerns
or issues with the Client relationship.
Where actions need to be taken,
these should be reviewed and agreed
with relevant project stakeholders,
with associated changes to internal
and external commitments
being negotiated.
Account Management meetings will
be scheduled at regular intervals
throughout the project and they
provide the Account Manager with the
opportunity to ascertain the current
status of the project, to agree upon
the approach for identifying/following
additional business opportunities,
to update the account strategy, to
distribute the latest information
concerning the Client, and to pass
on feedback that has been received
from the Client.
Key Steps

Review Client Prole

Assess Client Relationships

Seek Additional Opportunities

Attend Account Management Meeting.
Tips for Success
Aim to build a strong
relationship with the Client
Look to build an excellent working
relationship with the Client such
that they see you as a friend and
collaborator rather than just a supplier
project manager. In this way when
they have a business problem or
opportunity they are more likely to
seek your advice.
Ensure you meet regularly
with the Client
Good relationships are built upon
regular contact. Ensure that you meet
with the Client on a regular basis not
just so that you can communicate
project progress but also so that you
can gauge their views on how things
are going generally both regarding their
perception of the project but also their
views on how the business is operating.
08.05 Monitor Client
Satisfaction
Activity Summary
The objective of this activity is to assess
the clients level of satisfaction with
the current project, by reviewing the
existing Client Satisfaction Criteria
established during the early stage of the
project, collecting scores and analysing
results, producing the Client Satisfaction
Reports, and plan/implement any
necessary corrective actions in those
areas receiving unsatisfactory scores.
The Account Manager should meet
with client management representatives
designated to participate in the client
satisfaction process and conduct the
client satisfaction survey using the
criteria chosen by the Client when the
satisfaction process was initiated. Either
party may suggest modication to the
established criteria, but both parties
must agree before a change is made.
The ndings will be reviewed with the
Manager, Account Manager and project
team members. An action list will be
jointly developed with the Client for
any areas that may require attention.
The client satisfaction survey results
and report will then be presented
to the Client.
The client satisfaction process helps
account and project teams build long-
term client loyalty by continually
assessing and enhancing the quality of
their work and client relationships.
Key Steps

Review Client Satisfaction Criteria

Measure Client Satisfaction

Present Client Satisfaction Results.
Tips for Success
Review Client Satisfaction
Criteria regularly
Ensure you review the Client
Satisfaction Criteria with the Client
at key points during the project, to
determine whether the criteria are
still appropriate. The Client can then
decide whether to use the same criteria
and compare performance or select
new criteria according to the change in
priorities.
Ensure Client Satisfaction
Criteria are reviewed following
changes in client personnel
Ensure the criteria are reviewed
and reselected if there is a change
in the client personnel responsible
for scoring the performance. In this
situation you would need to arrange
a meeting with the new client team
member to explain the process and
select the criteria.
Involve the Offshore Project
Manager
Offshore Project Manager is involved
in the overall process. The Offshore
Project Manager must be fully aware
of what satisfaction criteria the project,
including the offshore project team,
will be judged against. You should
share any intermediate changes on
the Client Satisfaction Criteria and
should jointly work towards obtaining
a good score on the agreed criteria. In
situations where the client satisfaction
score is less than expected, you should
discuss this with the Offshore Project
Manager and agree on corrective
actions required for meeting or
enhancing client satisfaction level.
There are a number of tools that may
be used to support Client Relationship
Management on a project, such as:

Group Instant Messaging Service
(GIMS+) one-to-one instant
correspondence, information
and document sharing, meeting
organisation for situations where
the client staff may work in a remote
site from the project team.

Video Conferencing (LVIS)
visual meeting organisation, also
for situations where the client staff
may work in a remote site from
the project team.

Clarity communication of project
planning and monitoring activities
ensuring the client team is kept up
to date with project progress, risks
and issues.

CoCoNet/TeamForge document
based communication enabling key
client stakeholders to access project
documentation.
113
Tools to
Support Client
Relationship
Management
08.06 Complete Client
Activity Summary
Engagement Manager at the end of the
project to either close down the Client
Relationship Management process or
hand it back to the Account Manager or
the person responsible for warranty or
support of the solution.
The Engagement Manager should meet
with the Account Manager to discuss
the project and any possible additional
work for the Client. This opportunity
should also be used to pass on any client
intelligence and information gathered
during the project. The Engagement
Manager will summarise how Client
Relationship Management has been
handled on the project, in the Client
Relationship Handover Report. This
should contain the applied client
relationship strategies and lessons
learned during the course of the
project related to Client Relationship
Management for reuse in other projects.
The information will be consolidated in
the overall Project Close-Down Report,
and will be made available to those
who are planning and performing
similar projects.
Key Steps

Attend Account
Management Meeting

Handover Client
Relationship Information

Produce Client Relationship
Management Summary.
Tips for Success
Ask the Client
As part of identifying lessons learned
ensure the clients views are sought on
the operation of the overall relationship.
What is their view of the way their
relationship with the project has been
managed? Are there any learning points
for the future? This is connected to (but
separate from) the clients view of the
project performance which is captured
as part of the Client Satisfaction
Criteria review.
Manager involved
involved in the overall review of
Client Relationship Management. The
Engagement Manager and the Offshore
Project Manager should jointly discuss
and document any lessons learned or
suggestion for improvements.
Aim to Build an Individual
Relationship with the Client
Excellent client relationships are like
any personal relationships built and
maintained between individuals.
Good relationships are formed among
individuals who trust each other.
Clients will trust a professional who is:

Competent and displays that
competence in the way they come
across to the Client.

Sincerely looking for a mutually
benecial relationship with the
Client and shows that in their
behaviour towards the Client (e.g.
use of the word we instead of I
and you).

Demonstrates that they are familiar
with the client business and takes
the time to invest in understanding
the client issues.

Behaves in a manner which makes
the Client feel comfortable.

Able to demonstrate that he or she
has something in common with
them and thinks and feels about
things in the same way.
Building a trusting individual
relationship is a lengthy continuous
process but the results are well worth
the effort invested. Some possible steps
in pursuing this goal are as follows:

Look to demonstrate competence
from the very beginning. First
impressions count for much and the
impression the Engagement Manager
presents at the earliest meetings
with the Client will count for a great
deal and will shape the form of the
subsequent relationship.

At all times seek to demonstrate a
collaborative approach and go out
of your way to show that you are
sincere in your desire for a
mutually benecial relationship
with the Client.

Take the trouble to gain information
about the Client and the business
they operate in. Try to put yourself
in your clients shoes and ask
yourself how they would view
matters. Understand what project
success and failure mean for the
Client as well as for you
and Capgemini.

Use opportunities to demonstrate
to the Client that you understand
their business.

Take time to understand your
Client. Observe their non-verbal
communication and observe how
they behave to others in their
organisation and how others behave
to them. Be prepared to adjust your
own personal behaviour if necessary
to arrive at a situation where both
you and the Client behave in a
manner which makes you both
feel comfortable.

Aim to empathise with your clients
issues and problems and seek
opportunities to demonstrate what
you and the Client have in common.
Emphasising things in common
rather than differences is a well used
negotiating approach as it helps to
keep things in perspective and allow
the inevitable differences that arise
to be resolved more amicably.
Set Realistic Client Expectations
from the Beginning
Poor client relationships are often
grounded upon incorrect client
expectations which in turn can lead
to tension throughout the project
lifecycle as the unrealistic client
expectations are not realised. The key
approach for the Engagement Manager
here is to ensure that you never
promise what cannot be delivered
in the timescales. It is always better
to under promise and over deliver
as they say. Ensure that realistic
timelines and budgets have been set
for the project ideally with a level of
contingency to ensure that delivery is
more certain.
A key aspect of the project kick-
off process is to ensure that there
is a common understanding of the
project objectives, budget and plans
between the project and the key
client stakeholders. It is possible that
a mismatch in client expectations
may have originated during the sales
process, in which case it is important
that any such mismatch is addressed
and dealt with as part of the initial
stage of the project to ensure that there
is common agreement before formal
approval is given to start the execution
phase of the project.
As the project develops throughout
its lifecycle, things will inevitably
change which in certain cases may
affect the expectations of the Client.
It is therefore vital that an effective
Communication Management stream
is established alongside the Client
Relationship Management stream
to ensure that project changes are
effectively communicated to the right
parties at the right time.
Maintain Regular Personal
Contact with the Client
All relationships are based upon
personal contact and unless that
personal contact is maintained the
relationship will inevitably suffer.
While the Engagement Manager may
be busy in managing the project team,
particularly at critical times such as the
run up to a project milestone, it is vital
to remember that managing the Client
is also a key activity and in many ways
is at least as important as managing
the team.
ensure that throughout the project
lifecycle personal contact with the
Client is maintained. Ideally face to
face meetings should be scheduled on
a regular basis. If this is not possible
due to project logistics then conference
calls should be used. This is
particularly important when problems
or issues arise as email does not always
translate circumstances or feelings very
General Guidance
well. Indeed, email can mask emotions
or allow feelings to be misinterpreted
and at a critical time in the project this
could cause major problems to the
relationship with the Client.
Keep the Client Informed
at all Times
It is very important that the
Engagement Manager keeps the
Client informed throughout the project
as nothing is more detrimental to a
trusting relationship than the client
representatives feeling that they are not
involved, not informed and their views
are being ignored.
As part of the Start-Up phase of the
project, the client communication
needs have been identied
and documented as part of the
Communication Plan. Once the
communication vehicles and
frequency have been agreed, it is
important that they are followed
through and maintained throughout
the project lifecycle.
When things go wrong there can be
an initial reluctance to communicate
this to the Client however it is
precisely at this time when a lack of
communication by the Engagement
Manager is likely to be most resented
by the Client and could damage the
relationship. If the problem is likely
to be visible to the Client, either now
or later, then it is important that the
Client nds out about the problem
from the Engagement Manager and
not from another route. In this way
the Engagement Manager will be able
to manage and control the clients
perception of the problem and its
impact. The Engagement Manager
will need to judge the right time to
communicate the problem based
upon the size, urgency and visibility
of the problem. It is important that
the Engagement Manager includes a
possible solution to the issue as part

of the communication. This will show
that the Engagement Manager has
thought about the problem and has a
plan to bring it under control.
Be Consistent
Establish clear processes at the
beginning of the project and then
follow them consistently. This includes
the application of change control
to any changes to the contract and
project scope from the outset, the
logging of issues and risks followed by
regular reviews and the scheduling of
regular update meetings in the form of
project status meetings, Steering Board
meeting and other communications.
By doing this from the beginning
of the project the Client will feel
condent that the Engagement
Manager is in control and can be
counted on. Unpredictable behaviour
and inconsistent application of
procedures will destabilise the
relationship. Clients prefer to know
where they stand rather than being
unsure whether a comment will result
in a change request and a remark will
become a logged issue.
Hallmarks of Successful Client
Relationships

considered a peer and is regularly
consulted as a competent and
trusted advisor whose opinion
is to be respected.

There are regular individual
meetings between the Engagement
Manager and the Client.

There is a sense of trust and
condence between the Engagement
Manager and the Client.

The Engagement Manager
is accepted within the client
organisation.

The Client is reasonably open with
Engagement Manager and there is a
regular feedback mechanism in place.

The Engagement manager is able to
elicit feedback such as:

You and your team understand
our business

Were condent that you have the
project under control

We would like your opinion.
Signs of a Poor Client
Relationship

The Client holds internal
meetings to discuss issues related
to the project and the Engagement
Manager is not invited.

It is difcult for the Engagement
Manager to get quality time with
the Client.

Among client staff, it is possible
to hear phrases such as the
consultants, you guys, or
the Capgemini project.

The Client has not made the
Capgemini agenda their own and
this is impeding key meetings.

The Client gives no feedback
at least not to the Engagement
Manager.
115
Building a trusting
individual relationship
is a lengthy continuous
process but the results
are well worth the
effort invested
and the wider Capgemini organisation
has a responsibility to ensure that
client relationships are effective and
well managed.
Team Members to:

Work with their client colleagues
in a collaborative way

Attend the project kick-off meetings
and other communication events

Pass on any relevant client or
opportunity information to the
Engagement Manager

Undertake any required actions
identied to improve client
relationships.
Engagement Manager

Ensure that a proper Client
process is put in place

Meet the Client on a regular basis
and work to develop better client
understanding

Ensure that a client kick-off is held

Ensure that Client Satisfaction
Criteria are set at the beginning
of the project

Ensure that client communication
needs and requirements are dened
in the project Communication Plan
and are effectively met

Monitor client satisfaction
throughout the project lifecycle

Gather client information and hold
opportunity reviews with the project
team on a regular basis throughout
the project

Pass on relevant client
information and opportunities
to the account team

Review the operation of the
relationship with the Client on
an on-going basis and ensure any
feedback and lessons learned
are incorporated in the process

Report on the client
satisfaction results

Manage the overall process
and monitor/motivate the
staff involved.
Project Manager to:

Ensure that the Client Satisfaction
Criteria are understood by the
offshore team

Ensure that any client
communication needs dened in
the Communication Plan requiring
input from the offshore team are
effectively met

Feedback any issues relating to
the operation of the Client
process for the offshore team to
the Engagement Manager and then
work together to resolve them.
Client

Manager to develop a collaborative
relationship for the project as
a whole

Ensure that all client communication
needs are identied correctly and fed
to the project team for inclusion in
the Communication Plan

Ensure that key stakeholders attend
the project kick-off

to set Client Satisfaction Criteria at
the beginning of the project

Provide feedback on
client satisfaction

Feedback any issues relating to the
relationship with Capgemini to the
Engagement Manager and then work
with the Engagement Manager to
resolve them.
Project Manager to:

Ensure that the Client Satisfaction
Criteria are understood by the
supplier team

Ensure that any client
communication needs dened in
the Communication Plan requiring
input from the supplier team are
effectively met

the operation of the Client
process for the supplier team
to the Engagement Manager and
then work together to resolve them.
Delivery Manager/
Account Manager
Capgemini Delivery/Account
Manager to:

regarding the client relationship

Engagement Manager on the quality
of the client relationship

for dealing with relationship issues
that may arise.
There are strong links between this
stream and other streams. A number of
examples are shown below:

A key component of building
a successful client relationship
is excellent project communication
including project progress status
updates and key performance
indicators for the project and
this is addressed as part of the
Communication Management
stream.

Another key component of building
a trusting relationship with the
Client is establishing condence
among the Client that the project
is well run, that risks have been
identied and are being tracked
and that issues are being dealt
with and these areas are covered
by the Project Governance,
Risk Management and Issue
Management streams.

Major sources of tensions during
the project lifecycle which can
damage client relationships are
misunderstanding about the project
scope. The Scope & Requirements
Management stream clearly denes
the baseline project scope and aims
to prevent such misunderstandings
occurring.

Damage to client relationships can
also be caused by disagreements
over changes to project scope. By
effectively managing project change
via the Change Control stream, the
Engagement Manager will be able to
proactively deal with this threat.

117
internal use only.
Supplier & Procurement
Management
This document gives guidance on how to develop Supplier and
Procurement Management Procedures and to manage third parties
on a Capgemini project. Making sure purchased products or
services are delivered to the project with the appropriate quality and
in a timely manner can signifcantly contribute to the success of the
overall project.
C
h
a
n
g
e

C
o
n
t
r
o
l

Q
u
a
l
i
t
y

M
a
n
a
g
e
m
e
n
t
C
o
n
g
u
r
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e

M
a
n
a
g
e
m
e
n
t
K
n
o
w
l
e
d
g
e

M
a
n
a
g
e
m
e
n
t
P
r
o
j
e
c
t

G
o
v
e
r
n
a
n
c
e
R
e
s
o
u
r
c
e

M
a
n
a
g
e
m
e
n
t
R
i
s
k

M
a
n
a
g
e
m
e
n
t
S
c
o
p
e

&

R
e
q
u
i
r
e
m
e
n
t
s
M
a
n
a
g
e
m
e
n
t
I
s
s
u
e

M
a
n
a
g
e
m
e
n
t
P
l
a
n
n
i
n
g

&

F
i
n
a
n
c
i
a
l

M
a
n
a
g
e
m
e
n
t
S
u
p
p
l
i
e
r

&

P
r
o
c
u
r
e
m
e
n
t

M
a
n
a
g
e
m
e
n
t
C
o
m
m
u
n
i
c
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
C
l
i
e
n
t

R
e
l
a
t
i
o
n
s
h
i
p
M
a
n
a
g
e
m
e
n
t
DELIVER
TM
This document
contains guidance
on how to effectively
set up the Supplier
and Procurement
Management process
in a project. It
should be read and
used in conjunction
with the Supplier
and Procurement
Management stream
contained within
the Unifed Project
Management method.
What is Supplier and
Procurement Management?
Management is needed when there is
a requirement to purchase products or
services from external third parties as
part of the project. The management
stream consists of two distinct areas:

Procurement Management
This focuses on the products and
resources that the project and the
associated team will need for the
project, such as ofce space, IT
equipment, software tools and
contractor resources.

Supplier Management This
focuses on the services provided by
a third party that contribute to the
development and delivery of the
project; e.g. software development,
hardware roll-out and user training.
An external third party can simply
provide items such as resources,
hardware and software licenses
required for the execution of the
project or they can provide a service
that contributes towards the delivery
of the project. On some projects,
other parts of Capgemini may provide
resources or services to the project.
In that case, they will be treated as an
external supplier and will be managed
under this stream.
Management covers the evaluation
and selection of appropriate suppliers,
including the issue of an invitation to
tender (if required), putting in place
contracts and service level agreements,
and the monitoring of the performance
of the suppliers. This includes regular
meetings with the supplier, reviews
of their agreements and evaluations
of their performance. It also contains
activities/ tasks that deal with the
scheduling and execution of supplier
audits and/or reviews, should a
decision be taken to undertake such
an audit or review. Other activities that
are part of Supplier and Procurement
Management include dealing with
the external communications (e.g.
reports) provided by the supplier
to the project and the verication
and acceptance of deliverables. The
latter activity includes recording,
reviewing, verifying and accepting
the deliverables received (e.g.
hardware, software, products, supplier
management documents, etc.). Should
any deliverables not comply with the
acceptance criteria they need to be
sent back to the external party for
rework and will not be signed-off until
there is full compliance.
effective Supplier and
Procurement Management?
All projects that require goods or
services from external third parties
need an effective management
discipline in place to control and
monitor the procurement of those
goods and/or services in order to
ensure success. It is important that
Capgemini only deals with suppliers
capable of delivering the products and
services to the quality required and
that those products and services are
contracted in the appropriate way to
ensure that Capgeminis commercial
position is not adversely affected. It
is also important that the delivery
of those products and services is
managed effectively to ensure that
the deliverables are produced at the
appropriate time (as per the project
schedule) and to the appropriate level
of quality.
The quality of service that Capgemini
is able to deliver to the Client is
affected by the quality of service
provided by our sub-contractors and
third party suppliers. It is therefore
essential for Capgemini to manage
all aspects of the project in order to
have the best chance of success. For
example; the late delivery and poor
Supplier & Procurement Management 120
Introduction
121
quality of an item procured from
a third party supplier would have
a detrimental effect on the overall
success of the project even if the
Capgemini delivery was exemplary.
Similarly, an integration project would
not be considered successful if the
delivery of a key software component
was late and full of errors. It would
not matter to the Client that the failure
came from a third party software
provider rather than Capgemini.
supplier and procurement
management approach can lead
to the following problems:

Inappropriate products selected

Suppliers engaged who are
unreliable and do not deliver
quality products

Commitments made to the Client by
Capgemini regarding the supply of
deliverables from suppliers and third
parties not being met

A lack of control over products and
services that are not being supplied
by Capgemini. This is shown by:

A lack of status information
with regards to progress and
completion of the items

Poor communication with regards
to expected delivery of the items

Third parties and suppliers are
unsure about what is expected of
them in terms of scope, deliverables,
timescales, reporting, etc.

Products and services are delivered
late (failure of a sub-contractor to
deliver will normally cost Capgemini
much more than the third party
because of the likely knock-on effect
on other deliverables)

Products and services are delivered
that are of poor quality

The lack of a dened process for
accepting deliverables, which may
mean that defect issues may not
arise until a later stage when their
impact may be catastrophic on
the project.
However, good supplier and
procurement management procedures
will enable the Engagement Manager
to put checks and controls in place in
order to manage risks, monitor quality,
identify issues early and ensure a
successful outcome.

The quality of service
that Capgemini is able
to deliver to the Client is
affected by the quality
of service provided by
our sub-contractors and
third party suppliers
09.01 Initiate Procurement
Management
Activity Summary
Engagement Manager to determine
the procurement requirements for the
project and to dene the procedures
for how Procurement Management will
be handled on the project.
For a project to successfully deliver on
its obligations there may be a need,
at some point, to procure items that
support the execution of the project
itself. These may typically include:

Contractor resource where
Capgemini are unable to provide
a resource with required skills
and experience

Staff or services from other
Capgemini business units where
the other Capgemini business unit
is better able to provide a resource
or service that ts the project need

Hardware infrastructure
components required for
development of the solution

Software licenses needed for the
development of the solution

Consumables ad-hoc project
requirements to allow the project
team to function effectively
and efciently.
During the initiation of Procurement
Management, the Engagement
Manager should develop a set of
procedures, which will dene the
process for procurement of all goods
and services to be acquired in support
of the project. These procedures
should be tailored to meet the
specic needs of the project.
Key Steps

Consolidate Procurement Needs
and Status

Review and Tailor Procurement
Management Procedures -
Document the procedures to be used
for the project in the PGP (for small
projects) or in a separate document
using the UPM template (for
large projects)

Select Procurement
Management Tools.
Management Process
Start-Up Phase
09.01 Initiate
Procurement
Management
09.02 Initiate
Supplier Management
09.03 Evaluate
Suppliers
09.04 Establish
Supplier Agreements
09.05 Undertake
Procurement
Execution Phase
09.05 Undertake
Procurement
09.06 Manage
Suppliers
09.07 Process
Supplier
Communication
09.08 Review and
Approve Supplier
Deliverable
09.09 Accept
Procurement Item
09.10 Conduct
Supplier Audit/Review
Close-Down Phase
09.11 Complete
Supplier and
Procurement
Management
The Supplier and
Procurement
Management stream
summary of each UPM
tips for success.
123
Tips for Success
Check with your
procurement department
Capgemini procurement organisation
can probably provide out of the box
most of what is required to accomplish
this task. In situations where standard
procedures are not appropriate for
the project, you should check with
procurement the rationale behind the
specic requirements, and the validity
of the proposed solution.
Understand what happened
during the sales process
Some work may have already
been carried out on procurement
requirements as part of the sales
process and you should ensure that
you are familiar with the work which
took place at this time, particularly if
some of the requirements have already
been shared with the Client as part of
the sales process.
Know your Contract
Some of the procurement provision
may also be identied in the contract
so it is important to understand what
is in the contract and align with it.
For example, the contract may state
whether the required hardware and
software items will be procured by
Capgemini or the Client.
Project Manager
Distributed projects have special
needs and for a distributed team the
Project Manager should work
together to ensure the procurement
requirements of the offshore team
are taken into account.
Involve the Client
Aim to involve the Client at an
early stage to prevent any issues
emerging later. For example: Are
there any specic client procurement
requirements that need to be taken
into account? Is there a client approval
process for appointing new suppliers?
Does the Client have a purchasing
department that needs to be kept
involved?
09.02 Initiate Supplier
Management
Activity Summary
Engagement Manager to conrm the
need for third party suppliers that
will provide development or delivery
elements that are not being fullled
by Capgemini, and to dene the
procedures for how the suppliers will
be managed.
There are occasions where the
procurement of services from a third
party is a specic requirement of
a client contract or an element of
the Capgemini proposal. The initial
tasks within this activity may vary
depending on whether the Client has
already determined the supplier or
placed the order for the service. Where
this has occurred, then the same set
of procedures are still applicable,
however the entry point will be later.
During the initiation of Supplier
Management, the Engagement
Manager should develop a set of
procedures, which will dene the
process for integrating additional
products or services into the project,
that are sourced from third party
suppliers. These procedures should be
tailored to meet specic needs of the
project. If third party procedures are
to be used (e.g. at the request of the
Client) then the Engagement Manager
must ensure that as a minimum they
meet Capgemini standards.
The scope of work within the Supplier
Management Procedures should
describe the service needed in detail
so that suppliers can accurately
provide a bid. This scope may change
over time as the service is rened or
circumstances change and a more
effective approach is identied.
Key Steps

Consolidate Supplier Needs
and Status

Develop Relationship with
Prospective Suppliers

Review and Tailor Supplier
Document the procedures to be
used for the project in the PGP
(for small projects) or in a separate
document using the UPM template

Select Supplier Management Tools.
Tips for Success
Agree a process for putting
contracts in place
This is a key issue as any contract
with a third party supplier needs to
be put in place as soon as possible for
the work to start on schedule. You
will need to ensure there is a link to
the main client contract to ensure the
two contracts are back to back and
there is no mismatch between the
two with regards to key aspects of the
project e.g. start and end dates, costs,
deliverables, obligations, possible
warranties, etc.
Ensure the progress of the
supplier can be effectively
tracked
It is important that a formal process
for reporting progress is agreed with
the third party supplier in line with
contractual commitments. This must
be at least monthly. This should
include risk, issue and change control,
invoicing, formal progress reporting
and progress meetings.
Ensure adequate support
documentation will be produced
Ensure the third party supplier will
provide sufcient documentation to
allow the service or software provided
to be supported both during the
project and afterwards.
Ensure an acceptance
process is in place
It is important that an acceptance
process is agreed up front, with key
acceptance criteria identied, to enable
Capgemini to review and accept the
deliverables from the supplier.
Agree appropriate supplier
invoicing procedures
Ensure that the agreed third party
supplier invoicing process conforms to
contractual commitments and follows
Capgemini standard procurement
processes and systems.
09.03 Evaluate Suppliers
Activity Summary
evaluate third party suppliers that
have been identied as candidates for
providing certain items (products and/
or services) in addition to Capgemini,
in order to support the development
and delivery of the project. This
activity results in nal list of
selected suppliers.
Management procedures, produced
earlier, provide guidance on how
suppliers should be obtained and
managed. Normally, there will be
a preferred suppliers list of those
suppliers known to have provided
good service on previous engagements.
However, the project circumstances
may demand that non-approved
suppliers are used. The reasons for
such a decision should be documented
in the PGP. Third-party suppliers and
their associated products (including
application packages, hardware,
networks, etc.) must be selected
using an auditable process that
includes assessment against a range
of pre-dened and documented
requirements and criteria.
Any special client requirements
must also be considered (e.g. special
security clearance for supplier staff). In
those cases where there is no obvious
technical or strategic advantage in
choosing a particular supplier, or
where the commercial terms of the
approved supplier(s) may be bettered,
the contract should be put out to
competitive tender. Client preferences/
standards, product features, supplier
stability and price, and ease of support
are all key features when selecting
third party suppliers.
At some point, an Invitation To Tender
(ITT), Request For Quotation (RFQ)
or Request For Proposal (RFP) may
be issued to potential suppliers. In
general, it should be considered that
tenders and quotations are legally
binding offers whereas a proposal or
budgetary quotation is not. Quotations
are generally used when the supply of
product is required rather than that
of services. Occasionally, competitive
responses may be required to baseline
or validate the offer from a single
preferred supplier. This needs to
be considered very carefully, and
should only be done if the alternative
suppliers have a realistic opportunity
to win the business. In this case, an
RFP should be used.
Presentations from suppliers following
a tender or proposal can assist
in the verication of capabilities.
These presentations can give the
option to question suppliers on their
methodologies and processes in
addition to demonstrating general
standards of competence.
The selection criteria and decision-
making must be documented and
auditable. Supplier selection must be
based on an evaluation of their ability
to meet the specied requirements and
established criteria. The evaluation
of a third-party supplier can be
completed as part of a deliverable for
an engagement or directly on behalf
of the Client.
Key Steps

Produce Invitations To Tender
to Suppliers

Identify Potential Suppliers

Select Suppliers.
Tips for Success
Use tried/tested tools and
software wherever possible
Ease of delivery can be signicantly
improved by utilising approved
Capgemini technology stacks, which
are already proven to work (and to
work together), which are supported
by Capgemini alliance partners, and
which are aligned to Capgemini
resource pools.
Be prepared to probe the
prospective suppliers
Ask probing questions of prospective
suppliers to ensure the correct choice
is made. The sort of questions to
basked include:

How large is the third party
organisation, how long have they
been in business and what sort of
reputation do they have in their
market place?

How many appropriately skilled
staff do they have available that they
can realistically make available to
provide for the goods and services
required by the project and what are
their skill levels?

How many other customer orders do
they have on the go at the moment,
will the supplier staff allocated to do
work for your project be ring-fenced
or could you end up suffering from
supplier staff shortages or paying
Management Process
125
for staff that are also working on
other projects?

What is their nancial position and
attrition rate? Is there a serious risk
the supplier could go out of business
or be taken over in the foreseeable
future leaving the project in difcult
circumstances either before the
goods and services are delivered or
during the warranty period?

What condence can the supplier
provide that the goods and services
required by the project can be
delivered in accordance with the
project schedule and the required
quality standard?

What is the standard of their Quality
method and procedures? What risk
mitigation can be put in place to
guard against the risks of late or
poor quality delivery?

Will the supplier do the work
themselves or use a sub-contractor?
If the latter what guarantees will
the supplier provide regarding the
delivery of the sub-contractor?
Dont rush the process
While the evaluation of suppliers
often needs to be done in a time
critical manner either just before or
during project start-up when lots of
other activities need to be carried
out, this task is a key one and it
is important that sufcient time is
devoted to it in order to ensure it is
done correctly. Late or poor quality
delivery by suppliers is one of the
most common causes of project failure
in projects involving third parties and
it is important that the right supplier
is chosen in the rst place. It should
be remembered that in situations
where Capgemini is acting as prime
contractor, then any failures on the
part of the supplier will be perceived
as failures on the part of Capgemini
leading at the very least to client
dissatisfaction while in the most
extreme cases the Client could take
legal action against Capgemini.
09.04 Establish Supplier
Agreements
Activity Summary
any identied suppliers for the project
have clear and agreed contractual and
work agreements established.
Suppliers, including other Capgemini
business units, may have been
selected during the sales process, with
appropriate contractual agreements
already established. However, it is
still important and necessary for the
Engagement Manager to review and
understand the supplier contractual
agreements that are in place, and
ensure that nothing has changed since
the agreements have been produced.
In situations where the Engagement
Manager must establish new supplier
agreements, there will be an initial
period where the Engagement Manager
and selected supplier(s) need to
establish the relationship and negotiate
the scope and details of the agreement.
Typically, the types of agreements that
can be entered into with a supplier are
as follows:

Contract

Statements of work

Memoranda of agreement

Licensing agreement

Inter-Company Agreement (ICA).
In all cases, the commercial terms of
any supplier agreement should be
appropriate to the type of purchase
that is being completed. The terms of
the supplier agreement should also
state all controls necessary to safeguard
the interests of both Capgemini and
the Client. The relationship with the
supplier should be based on trust and
collaboration, within professional and
mutually agreed limits.
Clear governance and management
procedures must be implemented,
where necessary to supplement the
commercial terms, for all third-party
suppliers - including other Capgemini
business units. Capgemini procedures
should be used as the default, but
where third-party processes are used,
these must meet the Capgemini
standard as a minimum. These
procedures must be stated either as
part of the main Project Governance
Plan (PGP), or, if more appropriate, in
a separate Supplier Governance Plan.
The procedures must be reviewed and
approved by the Delivery Manager and
authorised by a representative from the
third-party supplier.
Key Steps

Agree Supplier Governance Plans

Agree Supplier Service Level
Agreements

Agree Supplier Deliverable
Acceptance Criteria

Negotiate and Finalise Supplier
Contracts

Produce Purchase Orders.
Tips for Success
Be prepared to negotiate in
order to get the best deal for
Capgemini and the Client
Negotiation points to explore include:

Price reduction

Free additions (training,
consultancy, etc.)

Exploring various nancial
options, such as rental, lease
or a nance agreement

Guarantees over prices and
future growth

Agreement on more benecial
time scales

Agreeing penalty/reward payments
based on late/early delivery

Agreeing payments linked to
milestones/targets.
Be aware of hidden costs
Ensure that you are fully aware of
all costs that may be applicable,
examples include:

Automatic time and
material charges

Payment required for upgrades/
new versions

Limits to numbers or duration
of support calls

Automatic renewals after term.
Ensure supplier sub-contractors
are suitable and reliable
Where a supplier proposes the use of
sub-contractors, ensure you carry out
checks to ensure they are suitable.
Capgemini should seek to understand
the management of, and relationships
with, these sub-contractors and
have the right to refuse specic
sub-contractors if required.
Ensure agreed acceptance
criteria will satisfy the Client
Ensure that the acceptance criteria
agreed between Capgemini and the
supplier will also as a minimum meet
the Client Acceptance Criteria.
Aim for back to back contracts
Where Capgemini have commitments
in the contract with the Client that
depend on the third party supplier
then wherever possible, you should
aim to cover these commitments
back-to-back with the third party
supplier contract.
Take care with warranty periods
For a project where a Capgemini
warranty period applies, you should
take great care to ensure that any
warranty period of the supplied
items is aligned with the Capgemini
warranty arrangements (back-to-
back agreements).
Seek legal help
Where Capgemini is establishing the
agreement with a supplier, a person
with responsibility for local legal
affairs should be consulted. A general
contract model for sub-contracting
services may exist, reecting local
legislative rules, and it should be
used as the basis for each individual
supplier contract. Where Capgemini
is negotiating the agreement with
a supplier on behalf of the Client,
appropriate legal representatives from
the client organisation should also
be consulted.
Activity Summary
Engagement Manager to conrm the
need for procurement items required
to support the execution of the
project to launch all necessary
actions to purchase these from
appropriate suppliers.
fully dene the specic procurement
needs for the project. Typically, the
procurement needs for the project
are derived from activities performed
in the Infrastructure Management
stream. Before making arrangement
to purchase the required items, the
Engagement Manager must conrm
that all costs and revenue related to the
purchases are included in the project
forecasts.
Irrespective of the source, and for any
procurement activity that Capgemini
conducts, the Engagement Manager
will need to raise a Purchase Order
with the appropriate supplier for the
required products and services.

Key Steps

Conrm Procurement Needs.

Produce Purchase Orders.
Tips for Success
Ensure procurement costs are
confrmed and forecast
Conrm that all costs and revenue
related to purchasing are included in
the project forecasts. Any purchasing
costs not already included in the
project costs will need to be agreed
and approved by the Delivery Manager
or appropriate authority.
Use the correct process
Purchasing must be carried out in the
right way depending upon the type of
procurement required:

All purchasing activities must be
carried out using the Capgemini
Global Procurement System (GPS)

Procurement of contractor
resources must follow the
exible resourcing process

Procurement of hardware and
software must be carried out in
conjunction with the relevant
Alliance teams where applicable.
Activity Summary
Engagement Manager to monitor how
well the suppliers to the project are
performing, discuss progress with
the parties involved and consider any
necessary modications to supplier
agreements.
Once the suppliers are contracted and
all necessary agreements are in place,
the Engagement Manager should start
to manage their performance. Typically,
this will involve linking the suppliers
into the overall governance structure
set up as part of the Governance
stream and setting up regular meetings
with the supplier to monitor and
evaluate their performance.
Management Process
Techniques for monitoring suppliers
will vary depending upon the service
or product offered. These may have
been dened in the overall Supplier
Management procedures for the
project or in an individual Supplier
Governance Plan created for each
supplier. These procedures should
also explain the process of escalation,
where issues arise beyond the
Engagement Managers level of control.

Key Steps

Monitor Supplier Progress and
Performance

Produce Supplier Management
Status Reports

Hold Supplier Progress Meeting

Assess Impact on Supplier
Agreements.
Tips for Success
Ensure you spend sufcient time at the
very beginning to establish the correct
relationship with the supplier so that
all parties know what to expect during
the lifetime of the project.
Review the supplier plans
Review and approve the supplier plans
at the start of the project and ensure
that any signicant amendments also
go through a similar review process. In
particular, you should ensure that the
duration of task efforts on the plan is
granular enough to gain early visibility
of any overruns.
Make sure milestones and
dependencies receive the
appropriate focus
Ensure that milestones and
deliverables related to the suppliers are
clearly visible in the project plan and
that dependencies are fully understood
and agreed upon by all parties.
Monitor the supplier regularly
Ensure that supplier progress is
monitored on a regular basis, ideally
weekly, and that the supplier activities
and delivery dates are included in the
overall project plan.
Set up progress meetings
or calls
Ensure that you actively manage
progress with the Supplier Project
Manager, ideally via a face to face
meeting or conference call.
Communication
Activity Summary
all supplier communication items are
classied, led and tracked according
to the projects document management
and conguration procedures and
responded to as appropriate.
establish an appropriate process which
ensures that all communication sent
by suppliers to the project is dealt
with in an appropriate manner. The
Engagement Manager must also review
the effectiveness of this process at
regular intervals. Any communication
received from a supplier should be
recorded, veried and, if appropriate,
relevant steps are taken to respond to
the communication item or to deal
with any resulting actions.
Key Steps

Record and Review Supplier
Communication

Agreements.
Tips for Success
Review suppliers communication
It is possible to monitor suppliers
involvement and commitment to the
project through their communications.
Ensure you monitor suppliers
communication to ensure the
appropriate interactions are
occurring and follow up any
issues you may identify.
Keep suppliers involved
Communication is a two way affair
and there is also a need to ensure that
the supplier is kept up to date with
information and details about the
project. All suppliers should therefore
be considered as stakeholders of
overall project communication
activities, and their communication
needs and obligations addressed
as part of the project
Communication Plan.
09.08 Review and Approve
Supplier Deliverable
Activity Summary
the Engagement Manager to ensure
that the deliverables produced by a
supplier for the project are reviewed,
veried and approved.
It is very important that all supplier
deliverables are subject to a process of
review and approval by Capgemini.
The detailed process should be
dened and agreed with the supplier
at the contract negotiation stage. The
successful completion of this activity
will constitute the formal acceptance
of a supplier deliverable by the
Engagement Manager. However it may
not include formal acceptance of the
deliverable by the Client, which may
occur at a later point in time.
127
arrange for the deliverable to be
reviewed, in line with requirements
specic to that deliverable. During
the review, any defects identied
should be logged and a deliverable
review report should be produced.
Any supplier deliverable that does not
comply with the agreed acceptance
criteria should be returned to the
supplier to have all identied defects
resolved and will not be accepted until
there is full compliance.
Before formally accepting an external
deliverable from a supplier, the
the full conditions of the supplier
agreement have been satised by
the deliverable. Once the deliverable
has been accepted, an acceptance
certicate signed by the Engagement
Manager will be issued, copied to
the project repository and copied
to the Supplier.
Key Steps

Record Supplier Deliverable

Review Supplier Deliverable

Identify Corrective Actions
(if necessary)

Obtain Approval for Supplier
Deliverable

Transition Supplier Deliverable
to Project

Agreements.
Tips for Success
Involve the Client
Wherever possible, aim to make the
acceptance of a supplier deliverable
a joint exercise between the project
and the Client. This will avoid any
complications arising from acceptance
by the project and subsequent
rejection by the Client at a later date.

Escalate any problems found
to the supplier
Ensure that any defects in supplier
deliverables are taken very seriously
and the matter escalated to the
Supplier Project Manager and if
necessary the supplier management at
the earliest opportunity with a view
to getting the problem remedied as
soon as possible. Failure to accept
supplier deliverables can in many
circumstances have a detrimental effect
on the project if other project streams
are impacted by the non availability of
products that they may be dependent
upon. The supplier will not be paid
until the deliverable has been accepted
but the nancial impact on Capgemini
may be much more than on the third
party because of the likely knock-on
effect on other Capgemini deliverables.
09.09 Accept Procurement Item
Activity Summary
the Engagement Manager to formally
accept and conrm receipt of items
(hardware, software, resources,
products, consumables, etc.) that have
been purchased for the project.
This constitutes the formal acceptance
of an item that has been purchased
by the Engagement Manager to
support the execution of the project.
arrange for the item to be reviewed,
in line with requirements specic to
that deliverable. During the review,
any defects identied will be logged
and the item possibly returned to the
supplier for replacement. Where the
item can be accepted, the Engagement
Manager will conrm delivery and
acceptance of the item to the supplier.
Key Steps

Record Procurement Item

Review Procurement Item

Conrm Receipt of
Procurement Item.
Tips for Success
Ensure GPS system is updated
Where the item is accepted, ensure
delivery and acceptance of the item is
conrmed by acknowledging receipt
of it in the Global Procurement
System (GPS).
09.10 Conduct Supplier
Audit/Review
Activity Summary
the Engagement Manager to undertake
an evaluation of the supplier to
ascertain compliance of the suppliers
processes with the requirements of
the agreement.
Supplier audits/reviews may take place
at any time during the project lifecycle.
It is best to plan for the audits/reviews
at the start of the project and then the
that they are carried out as per the
predened schedule. Where a new
supplier is being used for the rst it
is usual to conduct at least one audit
as part of the evaluation process with
a second audit may be considered for
later in the development lifecycle e.g.
to review the results of supplier testing
on the deliverables.
monitor and objectively evaluate
the selected suppliers processes for
compliance with requirements of
the agreement and to have a clear
plan of action for satisfying any
recommendations that the supplier
audit has found. Following the audit/
review, the results should be analysed
Management Process
to detect any issues that may affect
the suppliers ability to satisfy the
requirements of their agreement.
Where the supplier audit/review has
uncovered deciencies, the supplier
will produce an action plan to correct
them. The Engagement Manager
should also inform all relevant parties
of the results of the supplier audit/
review, including Delivery Manager
and/or the Account Manager.
Key Steps

Dene Supplier Audit/Review
Scope and Objectives

Complete Supplier Audit/Review

Identify Process
Improvement Opportunities

Identify Corrective Actions
(if appropriate)

Produce Supplier Audit/
Review Report

Assess Impact on
Supplier Agreements.
Tips for Success
Carry out ad hoc audits/reviews
Be prepared to carry out ad hoc audit/
reviews as required, e.g. triggered by a
particular issue such as slippage in the
schedule or initial supplier deliverables
not being of sufcient quality.
Ensure the audit/review is
focussed
The focus of the audit/review should
change depending upon when the
activity is carried out in the project
lifecycle. For example, an audit/review
of a supplier at the start of the project
may wish to consider the suppliers
complete quality process from start to
end while an audit/review carried out
towards the end of the project may
focus on the testing processes.
Ensure the audit/review is
well planned
To ensure success, it is important
that sufcient time is spent planning
the audit/review. This should include
drawing up, and agreeing within the
project team, a standard checklist
or questionnaire, specic to areas of
interest for the audit/review.
09.11 Complete Supplier and
Activity Summary
for the Engagement Manager to
successfully terminate or hands over
the responsibility for the supplied
products and/or services at the
end of the project through a
planned approach.
In addition, the Engagement Manager
should produce a Supplier and
Procurement Handover Plan, which
describes how, when and to whom the
supplied services and products will
either be terminated or handed over.
Once agreed by the parties concerned,
each service or product handed over
will be conrmed by the production
of a Delivery Note, which effectively
discharges the Engagement Managers
responsibility. Similarly, if the supplied
service or product is no longer
required, the supplier contract
must be formally terminated.
As part of this process, the
Engagement Manager should also
capture and recommend any possible
improvements to the standard
Management procedures used.
Key Steps

Produce Supplier and
Procurement Handover Plan

Handover Supplied Products
and Services

Close out Supplier Contracts

Produce Supplier and Procurement
Management Summary.
Tips for Success
Carefully plan the handover
Ensure that the handover is
documented with a clear timeframe
and specic roles/responsibilities, and
that the parties to whom the Supplier
and Procurement Management is being
transferred formally accept the assets.
Manager
In the case of distributed projects the
Offshore Project Manager should play
a key role in this process. In particular,
it is important that input is gained
from the offshore project team for the
lessons learned review.
129
Any supplier deliverable
that does not comply
with the agreed
acceptance criteria
should be returned to
the supplier to have
all identifed defects
resolved and will not be
accepted until there is
full compliance
Tools to Support Supplier and
There are a number of tools available
to support Supplier and Procurement
Management.
Clarity
This is the standard Capgemini
Project Management tool set covering
planning, scheduling, cost estimation,
estimate to complete calculation,
and risk and issue management. It is
important that the delivery products
provided by third party suppliers are
included in the overall project plans
for the project. In some cases this may
involve the Supplier Project Manager
producing a plan in Clarity which
is then merged by the Engagement
Manager or PMO (if one exists) into
the overall Project Plan. If this is
not the case then the supplier may
use their own tools to produce the
plans for their teams, which are then
summarised in the overall Project
Plan by the Engagement Manager or
PMO. Whichever method is chosen,
it is important that any milestones
related to the supplier and supplier
deliverables are clearly visible in the
Project Plan and their dependency
both on Capgemini activities and
vice-versa are fully understood and
monitored on a regular basis
(ideally weekly).
CoCoNet/TeamForge
This is the Capgemini recommended
tool to support quality management
and should be used wherever possible
for the logging and management
of all project defects arising from
reviews of project deliverables. This
tool can be particularly useful as
part of the process to verify and
accept supplier deliverables. This is
a key activity within Supplier and
Procurement Management and it is
vital that all deliverable defects are
logged, managed and reported on
in a controlled manner. Supplier
deliverables containing defects may
be rejected and an appropriate audit
trail of the acceptance process and
results should be maintained to
support notication of the defects
to the supplier and revalidation
of the deliverables when they are
subsequently resubmitted
following rework.
Supplier Evaluation Checklists
As part of the supplier evaluation
process, it can be very useful for the
project team to use an evaluation
checklist to help the team compare
different suppliers and their products,
and produce a comparative score
between them. The checklists are
usually produced by the project team
based on the particular requirements
that need to be satised by the goods
or services provided by the prospective
suppliers. Often the checklist is
created in an excel spreadsheet to
simplify calculation of the scores.
It is important that any
milestones related to
the supplier and supplier
deliverables are clearly
visible in the project plan
Aim to Build a Relationship
with the Supplier
Aim to build a relationship with
the supplier as in all business a
relationship between the parties
involved oils the wheels when things
are going well and helps to prevent
things getting out of hand when issues
arise. A good relationship is important
with all third parties, and just as with
the Client, is important to establish the
relationship early on and before there
are real issues to deal with.
Encourage Supplier Staff to Feel
Part of the Team
Its a good idea wherever possible to
make the supplier staff feel part of the
team so that they are more likely to
feel the contract obligations personally
than if they feel remote from our
project. Aim to invite the supplier
project manager and if appropriate at
least some of the supplier staff to the
project kick-off to help cement the
feeling of one team.
Tightly Manage Suppliers
Ensure the appropriate monitoring
mechanisms are set up to tightly
manage the contract. Do not be
afraid to act as a strong client to
the supplier it is important that we
manage suppliers to their obligations.
Be Collaborative
Notwithstanding the above, aim to
establish a collaborative relationship
where we hold the supplier to what
they have signed up to in the contract,
but are perceived as being open and
fair. The Engagement Manager should
remember that we will often want the
sub-contractor to be on our side in
discussions or disputes with the Client
and support our position, so we need
to build a relationship of mutual trust
with them wherever possible and
avoid being unreasonable. Hopefully
by managing the project well we will
avoid any dispute with the Client,
but if one ever were to arise, we would
not want to be in a ght with the
Client and the sub-contractor at the
same time!
Follow Capgemini Sustainable
Procurement Principles
Ensure that Capgemini sustainable
procurement principles are followed
in all dealings with suppliers. In
particular:

Treat suppliers fairly and make
decisions based on quality and price

Never agree with our suppliers to do
anything that would be against the
interests of our clients

Never make an agreement with our
suppliers that violates the laws of the
countries in which we work

Refrain from reciprocal dealings,
such as agreeing to buy from
suppliers provided they buy from us,
unless specically authorised.
Carry out Commercial Vetting
of Suppliers
Capgemini deals with a wide range of
third parties from major worldwide
strategic alliances to small niche
boutique suppliers. It is good
practice to get a credit check report
on all third parties with whom we will
depend to supply goods or services
over an extended period and on
whom we will be dependent during
the contract.
Ensure Back-to-Back
Agreements with Third-Parties
Whenever we are using third parties to
supply a part of our deliverables under
a client contract, we must negotiate
sub-contracts with these third parties
in parallel with the prime contract
negotiations. Ideally these sub-
contracts should be back to back with
the prime contract with the Client, so
that all relevant terms and conditions
and schedules are owed from the
prime contract to the sub-contract.
It is not always appropriate or possible
to have full back to back contracts but as
a minimum the following areas should
always be covered and backed off:

Deliverables and obligations

Pricing

Plans and timescales including
key delivery dates from the sub-
contractor

Acceptance criteria and processes

Assumptions and dependencies

Warranty and/or support

Intellectual property rights own
and third party

Limits of liability

Condentiality

Termination.
Always check any terms which
specically mention sub-contractors
or key suppliers, or where we cannot
be compliant with the prime contract
unless sub-contractors perform certain
tasks. If we do not ow these, we may
be in breach of the prime contract.
These may include condentiality,
escrow, open book, compliance with
client policies such as security, health
and safety, etc.
Ensure Confdentiality
Agreements are in Place
Always ensure that a condentiality
agreement (sometimes known as a
Non-Disclosure Agreement or NDA)
is signed with a third party before any
condential information is shared with
them. In practice this is likely to mean
any information at all.
Manage Quotations from
Sub-Contractors
It is important to ensure that we do
not quote a price to the Client for
work that will be partly or wholly
carried out by a sub-contractor until
we have a written quotation from that
sub-contractor.
General Guidance
131
Similarly, any assumptions, exclusions
or dependencies stated by the sub-
contractor should be carried forward
to the client proposal unless we are
sure we can manage them away or
accurately estimate a suitable amount
of contingency.
Manage the Risks of Using
Third-Party Suppliers
The failure of a third party supplier to
deliver will normally cost Capgemini
much more than the sub-contractor.
It is often not possible to avoid the
delivery of third party services and
products being on the critical path
of the project, especially with large
integration projects. However, where
this is the case, a risk assessment
should always be carried out, based
on our analysis of the third partys
ability to deliver on time. Suitable
contingency (time and cost) should
subsequently be included in the
project plan and forecast.
Wherever possible, an alternative
supplier should be identied should
the sub-contractor fail to deliver.
Whilst this may not be a practical
option for niche suppliers, the risks
should still be clearly understood
and the third party managed closely.
In extreme cases, this may include
putting Capgemini technical staff into
the sub-contractors delivery team to
mitigate the risk.
Negotiate on Price
Price negotiation with a sub-contractor
should be done with judgment. Third
parties will often offer large discounts
on their hardware or software list
prices but try to protect their rates for
services. Obviously an understanding
of market or competitor rates is an
advantage in judging what the best
price should be and the third partys
view of the deals strategic importance
will affect their willingness to offer a
low entry price. Our major alliances
and partners will usually have
Capgemini rates which may vary
by market sector. Advice should be
sought from the Capgemini
alliance manager.
General Guidance
A good relationship
is important with all
third parties, and just
as with the client, it is
important to establish
the relationship early on
and before there are real
issues to deal with
Engagement Manager

Ensure that Supplier and
Procedures are set at the
beginning of the project

Ensure that procurement needs and
requirements for goods and services
not provided by Capgemini are
dened at an early stage

Ensure that a formal supplier
evaluation exercise is carried out
if the suppliers have not already
been chosen

Ensure that supplier audit/reviews
are carried out as required

Ensure that appropriate supplier
agreements are in place

Ensure all third party deliverables
are included in the Project Plan
with any dependencies made clear

Undertake procurement using the
Capgemini procurement system

Manage the suppliers and monitor
their progress

Ensure that supplier deliverables are
veried and accepted as appropriate

Manage the overall procurement
process and motivate the
staff involved.
Project Manager to:

Feed any specic requirements
affecting the offshore team to the
Engagement Manager

Include any dependent third party
deliverables affecting the offshore
team work in the Project Plan and
work with the Engagement Manager
to monitor their progress (the
impact of any delays on the offshore
team will need to be assessed
and communicated to the
Engagement Manager)

Provide support to the Engagement
Manager in the verication and
acceptance of supplier deliverables
as appropriate.
Client

Ensure all client requirements for
third party goods and services are
identied at the beginning of the
project and notify the Engagement
Manager immediately if subsequent
needs arise

Participate in the supplier evaluation
process as appropriate and conrm
that the client organisation is
happy with the products and
suppliers selected

Escalate any issues with the selection
of suppliers by Capgemini to the
Engagement Manager and then work
jointly to resolve these issues

Carry out a review and acceptance
process on the third party
deliverables once they have been
veried and accepted by Capgemini.
Project Manager to:

Produce a detailed plan for the
supplier team and feed this into the
overall Project Plan

Manage the supplier team to the
plan, ensuring the staff is monitored
and motivated

Provide deliverables to Capgemini
for verication and acceptance in
accordance with the Project Plan

Produce an action plan for any
deliverables not accepted by
Capgemini and manage that
plan to ensure subsequent
successful acceptance

Supplier Management process to
jointly resolve these issues.
Delivery Manager

regarding Supplier and Procurement
Management

Engagement Manager on the overall
operation of the Supplier and
Procurement Management process

Assist the Client on determining
required for dealing with any
issues concerning evaluation of
suppliers, acceptance of third party
deliverables or any other matters
relating to third parties.
133
There are several links between
the Supplier and Procurement
Management stream and other
streams within UPM:

A number of procurement needs
for the project are derived from
activities performed in the
Infrastructure Management stream,
relating to the setup of the project
management environment and the
team delivery environment.

The management of suppliers will
require the use of project planning
disciplines which are covered
in the Planning and Financial
Management stream.

Monitoring progress of supplier will
feed into the overall project progress
reporting covered in the Project
Governance stream.

Any dependencies on third party
deliverables which would present
risks to the project (such as late
delivery or poor quality) need
to be managed via the Risk
Management stream.

Any issues arising with the
performance of the suppliers need to
be raised and actioned via the Issue
Management stream.

be used to manage any changes
regarding supplier scope, plans
or deliverables.

Communication with suppliers
needs to be addressed as part
of the Communication Plan
covered in the Communication
Management stream.

The evaluation of the clients
satisfaction with the supplier
deliverables needs to be included
in the Client Relationship
Management stream.
internal use only.
134 Supplier & Procurement Management
Communication
Management
This document gives guidance on how to develop the Communication
Management Procedures and the Communication Plan which will
be used throughout the project to ensure relevant communication
activities are carried out at the right time, targeting the appropriate
audience. C
h
a
n
g
e

C
o
n
t
r
o
l

Q
u
a
l
i
t
y

M
a
n
a
g
e
m
e
n
t
C
o
n
g
u
r
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
K
n
o
w
l
e
d
g
e

M
a
n
a
g
e
m
e
n
t
P
r
o
j
e
c
t

G
o
v
e
r
n
a
n
c
e
R
e
s
o
u
r
c
e

M
a
n
a
g
e
m
e
n
t
R
i
s
k

M
a
n
a
g
e
m
e
n
t
S
c
o
p
e

&

R
e
q
u
i
r
e
m
e
n
t
s
M
a
n
a
g
e
m
e
n
t
I
s
s
u
e

M
a
n
a
g
e
m
e
n
t
S
u
p
p
l
i
e
r

&

P
r
o
c
u
r
e
m
e
n
t

M
a
n
a
g
e
m
e
n
t
P
l
a
n
n
i
n
g

&

F
i
n
a
n
c
i
a
l

M
a
n
a
g
e
m
e
n
t
C
o
m
m
u
n
i
c
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e

M
a
n
a
g
e
m
e
n
t
C
l
i
e
n
t

R
e
l
a
t
i
o
n
s
h
i
p
M
a
n
a
g
e
m
e
n
t
DELIVER
TM
This document
contains guidance
on how to effectively
set up and manage
Communications within
the project. It should
be read and used
in conjunction with
the Communication
Management stream
contained within
the Unifed Project
Management method.
What is Communication
Management?
The ultimate goal of Communication
Management is to ensure that the
right things about the project are
communicated at the right time in
the right way through the right means
to the right people. This will help to
build awareness and understanding
of the objectives of the project, how it
will impact the client organisation and
client staff and how well the project is
progressing in achieving its objectives.
Effective Communication Management
involves identifying and meeting the
information needs of all the parties
associated with the project who are
known as the project stakeholders.
Specically, identifying which people
need what information, when the
information is needed, and how
the information is collected and
communicated. Communication
planning strives to simplify and
document effective communication
within the project organisation.
The key steps in ensuring effective
project communications are as follows:

What - Identify the Message.
There is a primary need to identify
the communication messages that
need to be distributed, to keep the
project stakeholders informed of the
projects progress.

Who - Target the Audience.
Identify who it is that the message
needs to be communicated to. The
audience for each message needs to
be conrmed. The specic audience
will differ by project but could
include project team members, the
project sponsor, senior client staff,
the client project manager, business
users, supplier project manager,
Capgemini delivery manager and
account manager, etc.

When - Dene the Timing. Identify
the timing and frequency of the
communication messages. In some
cases, regular communications, such
as weekly Project Status Reports
or monthly newsletters, may be
necessary. In other cases, a one-off
communication event may be
more appropriate.

How - Conrm the Type of
Communication. There are a
number of different types of
communication to choose from,
including verbal presentations,
written reports, memos, letters
and emails.

By Whom Dene Who Delivers
the Communication. Different types
of communication may be delivered
in different ways for example the
communication of project progress
best comes from the Engagement
Manager while communication of
overall project vision and objectives
probably best comes from the
executive sponsor.
Why is it important to
Manage Communication?
All projects require effective
communications in order to achieve
success. Even projects with well-
conceived goals, clearly committed
sponsors, and well developed
implementation plans can still be at
risk of failure if communication is
not managed effectively.
communication strategy can lead
to the following problems:

Differences in project expectations
between the Client and Capgemini
or within the Capgemini project
team itself or between the
Capgemini project team and
Suppliers with no common view
in terms of what is to be delivered,
when and at what cost.

Communication Management 136
Introduction

A lack of a common understanding
about the current status
of the project.

Misunderstandings and
disappointment when changes
happen. If people are not kept
informed as to what is going on,
they will be surprised when changes
occur. Stakeholders can get angry
and frustrated when they nd out
things have changed at the last
minute, when there is no time
left for them to have an impact
on the situation.

Stakeholders and even team
members do not know what is
expected of them as part of
the project.

There is an inability to make
informed decisions on project issues.

Incorrect messages or messages
incorrectly communicated (e.g.
rumours and Chinese Whispers)
have a detrimental impact on
the project.

Project team members feel
demotivated and out of touch due to
a perceived lack of communication
(both downward as well as upward).
Good communication is a key element
that helps to deliver a successful
project. For almost every work stream
on a project, different audiences
will need to know the project status
and need to be informed using the
appropriate medium.
By managing the communication
process, the Engagement Manager
will be able to ensure that at all times
project information will get to the
right people at the right time via
the right channel.
In pursuing this goal, Communication
Management seeks to accomplish the
following benets:

Consistent information
Information that fosters credibility
and trust will be supportive of
the project objectives. It will also
assist stakeholder understanding
of the project, its progress and
achievements and the likely impact
of changes on the individual or
group of stakeholders.

Accurate and timely information
Information that is complete,
correct, up to date and specic to
stakeholders needs will enable each
stakeholder group to make effective
decisions and respond quickly and
effectively to emerging issues.

Improved project involvement
By providing two-way communications
channels, all those involved in the
project at whatever level will have
the opportunity to raise questions,
concerns and make suggestions.
This will, in turn, contribute to
the effectiveness of the projects
outcomes and the commitment of
the stakeholders and project team to
the project vision and plan.
For almost every work
stream on a project,
different audiences
will need to know the
project status and need
to be informed using the
appropriate medium
137
10.01 Initiate Communication
Management
Activity Summary
The purpose of this activity is for
the Engagement Manager to dene
the Communication requirements
and to establish at the beginning
of the project the procedures and
Communication Plan to be followed
on the project.
Communication needs are dened
by combining the type and format of
information required with an analysis
of the value of that information.
Project resources should mainly focus
on communicating information that
contributes to project success or where
lack of communication could lead
to failure.
produce the Communication
Management Procedures by tailoring
the UPM template, using relevant
tailoring guidelines to meet the needs
of the project and the specic Client.
The procedures are produced to ensure
that project staff and stakeholders will
receive the appropriate communication
in a timely manner. All activities to
deliver the required communications
will then be integrated into a formal
Communication Plan and agreement
of the plan obtained from the relevant
project stakeholders.
The procedures should also establish
a strategy to communicate project
information both externally and
internally, taking into account any
specic security and condentiality
constraints. By establishing the
procedures, it ensures that project
team and other stakeholders
understand the process involved
and the expectations behind
Communication Management.
This Communication Management
Plan sets the communications
framework for this project. It will
serve as a guide for communications
throughout the life of the project and
will be updated as communication
needs change. This plan identies and
denes the roles of persons involved
in this project. It also includes a
communications matrix which maps
the communication requirements of
the project.
An effective Communication Plan will
ensure timely and comprehensive
communication between all parties
affected by the projects. It provides
all necessary details to support the
ongoing information ow between
the project team and the various
stakeholders, and to report from
a detailed granular level up to a
summarised dashboard view to suit
the varying needs of its audiences.
The development of an effective
Communication Plan must address the
following questions:

What information does the project
want people to receive?

Who should be kept informed about
the project?

How to ensure that the
communication remains effective?

How to collect feedback on
communication activities?
Communication Management Process
Start-Up Phase
10.01 Initiate
Communication
Management
Execution Phase
10.02 Communicate
Project Progress
10.03 Monitor
Communication
Close-Down Phase
10.04 Complete
Communication
Management
The Communication
Management stream
summary of each UPM
tips for success.
139
Key Steps

Dene Communication
Requirements

Review and Tailor Communication
Management Procedures - Document
the procedures to be
used for the project (in PGP for
small projects or in a separate
document using UPM template
for large projects)

Select Communication
Management Tools

Develop Communication Plan.
Tips for Success
already been agreed
Ensure that the Communication
Management procedures do not
contradict what has been written
into the contract.
Involve the Client
Ensure the Client is actively involved
in dening the Communication
requirements and ensure the
Communication Plan is reviewed
by the Client.
Review the communication plan
with the project team
Ensure all members of the project
team know what the plans for
Communication within the project are.
Involve the offshore team
Transparent communication is the
single most important attribute in
ensuring the success of a project
involving offshore delivery. Therefore,
ensure that the Offshore Project
Manager is actively involved in the
production of the Communication
Plan and work with the Offshore
Project Manager to ensure good
communications across the Onshore
and Offshore teams. In particular, it
is essential that the Offshore Project
Manager conrms that the planned
communications will keep the offshore
team fully informed and engaged in
the project.
Make sure the target audience
is comprehensive
Ensure that all parties affected by
the project are included. This should
include all project team members,
all project stakeholders (including
the project sponsor and client end
users) and Suppliers if appropriate.
Remember that some stakeholders may
initially seem to lack interest in the
project but then have a habit of sitting
up and taking notice of the project
the nearer you get to implementation.
The Engagement Manager needs
to be proactive to ensure these
individuals are included at the very
beginning. Well designed and crafted
communication can be used as a key
means of ensuring the interest and
alignment of such Stakeholders.
Ensure the communication
audience is categorised
It is important that some level of
Stakeholder analysis is carried out
to categorise the communication
audience and understand their needs
and wants in order to ensure that the
communication is carried out at the
correct level.
Be clear on what needs
to be communicated
It is vital that the Communication
Plan addresses what needs
to be communicated in some
detail to ensure that there is no
misunderstanding about the content
and level of communication that
will take place. Conrmation and
agreement at an early stage will
prevent misunderstandings later on.
It will also ensure that nothing is
missed. If there is not complete clarity
on this then it may be necessary to
organise a brainstorm session or
feedback gathering session involving
representatives of the target audience.

Ensure the key messages
are defned
It is important that the overall
messages underpinning the project
are fully dened and understood by
the people planning and carrying out
the communication. It is particularly
important that the Capgemini and
Client Steering Boards are fully aligned
with the Communication Plan.
Confrm and agree timing of
communication
Frequency of communication
is a key factor in ensuring the
success of overall communication.
The communication needs to be
sufciently frequent to ensure that
the parties being communicated to
are being kept up to date at the level
they request, without turning people
off the project by eliciting complaints
of communication overload.
Remember the correct frequency
of communication will vary by the
audience which is why this analysis is
so important at an early stage.
Make sure it is clear why the
communication is taking place
It is important that the
Communication Plan addresses
the overall objectives of the
communication and that it is clear why
each element of the plan is present. If
there is an element or component in
the plan where there is doubt as why it
is there and what value it brings then
consider removing it.
Ensure the project objectives
are made clear
It is important that the
Communication Plan addresses the
overall objectives of the project itself.
To the project team and others who
are close to the project, the reason
for the project may be quite clear and
therefore may be taken for granted.
However for others including many
client stakeholders the overall project
objectives may not be so clear.

It is important that the rst
communications that take place
as part of the plan focus on why
the project is happening. It is a
good idea to reinforce this why
message at intervals throughout
the communication process,
especially if there is a gap between
the start of communications and
the communications around
implementation for certain
key stakeholders.
Use face-to-face communication
wherever possible and practical
Face-to-face communication has
been identied at the most effective
form of communication. While
it is more time intensive, do not
underestimate the value that
face-to-face communication creates.
Ensure the delivery of the
communication is well planned
The Communication plan should
describe who will own and deliver
each element of the communication.
One of the key roles of the
Engagement Manager is to ensure
that the people who will deliver the
communication are fully prepared.
This includes sharing with them the
important messages that need to be
delivered, coordinating the messages
and the presentation approach
between different senders. It also may
include arranging coaching them on
how to deliver the key messages.
10.02 Communicate
Project Progress
Activity Summary
Engagement Manager to ensure that all
interested parties, internal and external,
are kept up to date with the current
progress and status of the project using
the most appropriate medium to meet
the needs and expectations of the
individual parties. This is achieved by
the Engagement Manager implementing
and successfully delivering the project
communication commitments as dened
in the Communication Plan.
The Engagement Manager has a
responsibility to report the current
progress and status of the project to the
various parties involved, such as:

Project team to review the progress
being made and upcoming activities
for the next period

Client to review the current status of
the project and any actions
that the Client is currently responsible
for

Suppliers to review the progress
being made and any actions
that suppliers are currently
responsible for

Account/Delivery Management to
review the current status of the project
with a focus on the areas
that are more commercially
oriented in nature.
The Engagement Manager has a
responsibility to brief the key client
stakeholders on the progress that
is being made on a project with a
realistic view of the current status.
Reporting progress to the Client must be
conducted on a regular basis (monthly
as a minimum). By conducting regular
progress meetings with the Client, the
Engagement Manager should provide an
update on project progress and status
using the Project Progress Reports and
monthly Project Status Reports as the
main inputs. The meeting also provides
a forum for managing expectations,
discuss variances, make decisions,
and approve changes in scope and any
resulting changes in the project budget/
costs. If the client stakeholders cannot
reach agreement or decide on a course
of action in this meeting, these concerns
must be escalated for resolution by a
higher authority.
In addition to formal communication
such as progress updates and project
briengs, the Engagement Manager
should also consider the use of informal
communication (such as newsletters,
project announcements acknowledging
team or individual achievements, team
building events and team get-togethers)
and ad-hoc communication (such as an
extraordinary project board meeting to
discuss an emergency change or issue).
Key Steps

Full Ongoing Project
Communication

Hold Capgemini Progress Meeting

Hold Client Progress Meeting.
Tips for Success
Regularly review the communication
needs of your audience
Remember that stakeholders needs
may change over the course of a
project life cycle with some individuals
perhaps only wanting high level
communication on an infrequent
basis in the early stages of the project
(perhaps around achievement of
milestones) but then wanting more
detailed and more frequent updates as
the project progresses. It is important
to keep abreast of your stakeholder
analysis, update it, and change your
communications techniques as necessary
to ensure that the members of your
audience are always kept informed to
the level they require.
Communication Management Process
141
Activity Summary
The purpose of this activity is to assess
whether the project communications
are still working as effectively as
planned, and to report on the ndings
of this assessment.
Communication is only effective if
it reaches its intended audience in
a timely manner and if it contains
relevant information. The Engagement
Manager will only be able to asses
whether the communications are
effective if a review process/mechanism
is identied at the outset as part of the
Communication Plan. This process
should involve the Engagement
Manager periodically reviewing the
effectiveness of the projects current
approach to communication, ideally
involving the use of some feedback
mechanism from the stakeholders
themselves. This will then enable
any issues and make appropriate
adjustments to the Communication
plan as required.
Factors that the Engagement
Manager should consider as part
of the review are:

Are communications being sent
according to the schedule described
within the Communication Plan?

Are all recipients receiving the
appropriate information?

Are the recipients actually reading
the information and taking it on
board or is it being ignored?

Is the medium used for
communication still appropriate?

Is information still being sent to the
correct Stakeholders?

Is the information right level (too
detailed or too high level)?

Are communications
owing correctly to the
Engagement Manager?

Are any identied delays or lack of
content having an impact
on the project?

What is the Stakeholder view of
the project communications?
Where feedback has highlighted
the need for changes to the
communication approach, the
Engagement Manager should look
to implement any changes as
soon as possible.
Key Steps

Assess Communication Effectiveness

Produce Communication
Status Report

Update Communication Plan.
Tips for Success
Be prepared to change tack
if things are not working
If as part of the regular review of
Communication, it emerges that
communication is not as effective as
it could be then changes need to be
made without delay.
Keep the communication
plan up to date
During the life of the project,
the Engagement Manager must
ensure that any changes to the
way communication is dealt with
on the project are reected in the
Communication Plan. Changes
will often occur following feedback
from the client or other external
parties; however a change of project
circumstance, such as a client dispute,
may require the project team to handle
communication differently.
10.04 Complete
Activity Summary
the Engagement Manager at the
end of the project to close down
the Communication Management
stream or hand it over to the person
responsible for warranty or support
of the solution. As part of this the
Engagement Manager will document
any lessons learnt that might improve
the quality of Communication
Management Procedures, for the
benet of future projects.
collect evidence, such as work
products, performance measures,
results and improvement information
derived from the Communication
Management stream and document
the material in the summary in
order to support the future use and
improvement of the Communications
process and associated assets. The
information will be documented
either in a separate Communication
Management Summary or consolidated
in the overall Project Close-Down
Report, and will be made available
to those who are (or who will be)
planning and performing similar
projects, as well as those who are
locally responsible for continuous
process improvement.
Key Steps

Handover Communication

Produce Communication
Management Summary.
Tips for Success
Involve the Client
As part of identifying lessons learned,
ensure the clients views are sought on
the effectiveness of the communication
during the project.
Manager involved
Communication Management stream.
Tools to Support
A number of tools are accessible
within the group to aid good
communications. The most
appropriate tool will be determined
by the size of the audience and the
information to be communicated and
input received from the project team.
Within Capgemini, there are a number
of recommended tools that can satisfy
different aspects of communication on
a project:

Group Instant Messaging Service
(GIMS+) one-to-one instant
correspondence, information
and document sharing, meeting
organisation for distributed teams.
See below for more information

Video Conferencing (LVIS)
visual meeting organisation for
distributed teams. See below for
more information

Use of email including the setting
up of project distribution lists

Conference calls.
In considering the use of tools the
following factors should be taken
into account:

Immediacy of information need
- Is project success dependent
upon having frequently updated
information available on a moments
notice or would regularly issued
written reports or e-mail sufce?

Availability of technology - Are the
systems that are already in place
appropriate or does the project
require something different?

Expected project stafng - Are the
proposed communications systems
compatible with the experience and
expertise of the project team or will
extensive training or coaching be
required? (If a new tool is used it
will be important to train the team
in the use of the new tool).

Project length - Is the available
technology likely to change before
the project is over in a manner that
would warrant adopting the
newer technology?

Project team location - If the project
is distributed over different sites
possibly with an offshore team,
communications are key and the use
of appropriate tools will facilitate
good communications.
Group Instant Messaging
Service (GIMS+)
GIMS+, based on Microsoft Ofce
Communicator and Microsoft Live
Meeting, offers Instant Messaging and
Web Conferencing facilities.
The Instant Messaging
functionality offers:

Integration with Group directory

Person to person or conference
mode

User availability information
(integrated with Outlook calendar)

Voice over IP (VOIP) services

File transfer services.
The Web Conferencing functionality
supports audio conferencing and
application/desktop sharing inside
and outside the Capgemini network
(including Customers, Capgemini
teams at customer sites, etc.).
Live Video International
Services (LVIS)
LVIS is a Group service meant to ease
the setup of video conferences, by
leveraging the power of all the video
equipped rooms across Capgemini.
LVIS provides the following services:

Easy-to-use reservation portal -
Once the request is entered, the LVIS
team books the rooms and noties
the participants through a standard
Outlook meeting request.

Just before the scheduled time,
LVIS connects the rooms for the
conference and tests that everything
is OK. When participants enter the
room, the meeting can start right
away, without any expertise on the
video equipment.

During the meeting, LVIS monitors
the links and is in touch with local
IT support teams in case of issues. In
addition, the LVIS hot line might me
called upon.

Continuous improvement effort -
After the meeting, each participant
receives a short survey to assess the
quality of the user experience.
Ensure Communication is
Seen as Integral
Ensure that Communication is viewed
as an integral part of the project and
not as a separate activity.
Ensure Communication Keeps
Pace with the Project
Ensure the importance of the
Communication process is maintained
throughout the project and not just at
the beginning. To be effective the pace
of the communication needs to keep
up with the pace of the project.
Time Invested in Communication
is Time Well Spent
Do not be tempted to skimp or skip
on Communication at any time, for
example because the project team
are very busy or difcult issues have
emerged demanding a premium on
management time. It can be precisely
at the most busy and problematical
times that effective communication
can be most benecial.
Involve Senior Staff in the
Communication Process
Utilise senior sponsor and executive
management to communicate
project successes - senior
management visibility in the project
communications process is critical to
sustaining credibility and developing
trust and commitment. Non-
involvement of senior management
sends a message to other stakeholders
that the program is not important
enough to warrant their involvement
and support.
Use Existing Communication
Channels but Only if they are
Effective
The use of existing channels can
expedite the communications process
as people are already used to receiving
communication messages via those
channels. However, the perceptions
that the targeted audience have of
existing communication channels will
be transferred to the messages and
information conveyed through them,
so it is important that these channels
and vehicles are already credible if a
decision is made to use them.
For example, if the Client already
has a regular wider team meeting
which has fallen into disrepute due to
poor agenda management and non-
attendance of key individuals it might
be better for the Engagement Manager
to set up a separate meeting specic to
his projects needs in order to ensure
the project messages he wants to
convey are communicated to the
right individuals.
143
General Guidance
It can be precisely
at the most busy and
problematical times that
effective communication
can be most benefcial
and the wider Capgemini organisation
has a responsibility to ensure that
communication is effective and
well managed.
Team Members (either Capgemini or
the Client) to:

Participate in the development of
the Communication Plan

Be involved in the communication
process by attending kick-off
meetings and other communication
events and reading the appropriate
communication briengs and emails

Provide progress, risk and issue
updates to the team lead, Offshore
PM or EM as required

Give timely and constructive
feedback on the overall
communication process.
Engagement Manager
Engagement Manager (and Team
Leads) to:

Ensure that a communication
management process is put in place

Ensure that communication needs
and requirements are dened and a
Communication Plan is developed

Allocate delivery of communication
to specic project team individuals as
appropriate

Ensure that the communication
channels dened in the
Communication Plan are put in place

Monitor the progress of the
communication activities

Review communication effectiveness
on an on-going basis and ensure any
feedback and lessons learned are
incorporated in the process

Report on the results of
the communication

Manage the overall process and
monitor and motivate the
staff involved.
Project Manager to:

the Communication Plan to ensure
that the specic requirements of the
offshore team are incorporated in the
overall plan

Communication Plan are
implemented effectively for the
offshore project team

operation of the communication
process for the offshore team to
jointly resolve those issues.
Client

that all the Stakeholders and their
communication requirements are
identied correctly

Ensure that key client stakeholders
are involved in the communication
process by attending appropriate
meetings and reading appropriate
communication documents in a
timely manner

process to the Engagement
Manager and then jointly resolve
those issues.
Supplier Project Manager to:

that the specic requirements of
the supplier are incorporated in
the overall plan

Communication Plan are
implemented effectively for the
supplier project team

process for the supplier team to
jointly resolve those issues.
Delivery Manager
It is the responsibility of the Delivery
Manager to:

regarding the communication

Manager on the operation of the
communication process

for dealing with communication
issues concerning the Client
that may arise.
Communication Management stream
and several other streams:

An important aspect of the
Communication stream is the
communication of key performance
indicators for the project and the
main parameters of the project
dashboard which are set-up in
the Project Governance stream.
The Project Progress Reports and
monthly Project Status Reports
produced within the Project
Governance stream are therefore
key inputs to this stream.

Project progress information
concerning progress against plan
and budget is derived from
the Planning and Financial
Management stream.

One of the most effective vehicles
for Communication Management
is the project kick-off which is
described in the Client Relationship
Management stream.
145
internal use only.
Infrastructure Management
This document gives guidance on how to develop Infrastructure
Management Procedures and to actually manage the infrastructure
throughout the project. Infrastructure Management is concerned
with making available the necessary infrastructure items for
the project, in terms of offce space and equipment, hardware
equipment, software tools, and any other appropriate components
including the Project Management Offce.
C
h
a
n
g
e

C
o
n
t
r
o
l

Q
u
a
l
i
t
y

M
a
n
a
g
e
m
e
n
t
K
n
o
w
l
e
d
g
e

M
a
n
a
g
e
m
e
n
t
P
r
o
j
e
c
t

G
o
v
e
r
n
a
n
c
e
R
e
s
o
u
r
c
e

M
a
n
a
g
e
m
e
n
t
R
i
s
k

M
a
n
a
g
e
m
e
n
t
S
c
o
p
e

&

R
e
q
u
i
r
e
m
e
n
t
s
M
a
n
a
g
e
m
e
n
t
I
s
s
u
e

M
a
n
a
g
e
m
e
n
t
S
u
p
p
l
i
e
r

&

P
r
o
c
u
r
e
m
e
n
t

M
a
n
a
g
e
m
e
n
t
P
l
a
n
n
i
n
g

&

F
i
n
a
n
c
i
a
l

M
a
n
a
g
e
m
e
n
t
C
o
m
m
u
n
i
c
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e

M
a
n
a
g
e
m
e
n
t
C
o
n
g
u
r
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
C
l
i
e
n
t

R
e
l
a
t
i
o
n
s
h
i
p
M
a
n
a
g
e
m
e
n
t
DELIVER
TM
This document
up the Infrastructure
Management process.
used in conjunction
with the Infrastructure
Management stream
contained within
Unifed Project
Management method.
What is Infrastructure
Management?
This stream is concerned with making
available the necessary infrastructure
for the project, in terms of ofce space
and equipment, hardware equipment,
software tools, and any other
appropriate components including
the Project Management Ofce
(PMO) environment if applicable.
All projects require some form of
infrastructure; this may be provided by
the Client, Capgemini or a third-party.
Infrastructure Management consists of
dening what specic infrastructure
is required for the successful delivery
of the project and then putting in
place a process to ensure that the
infrastructure is procured, installed,
congured and managed in a way
to enable the project to proceed
according to the project plan. This is
a key activity in the initial stages of a
project as the Engagement Manager
needs to ensure that the required
ofce space, IT (IT equipment
and communication environment)
and software (development tools,
conguration management tools, etc.)
are in place so that the project team
can perform their tasks as outlined in
the Project Plan.
Examples of infrastructure
requirements could be:

Hardware (PCs, servers, etc.)

Software such as operating
systems, middleware, databases,
language compilers, integrated
development environment

Ofce space

Network requirements (bandwidth,
security, availability, etc.)

Bandwidth for data and
voice communication

Access to the client network

Security requirements

Server and desktop congurations

Remote connectivity software

Project management and
collaborative development
related tools

Communication tools (as
identied in the communication
management stream).
Infrastructure Management 148
Introduction
149
Infrastructure Management?
All projects require an appropriate
and effective infrastructure in order
to achieve success. Even projects with
well developed plans and motivated
staff can still be at risk of failure if the
appropriate project infrastructure is
not available on time or is ineffective.
By establishing a specic stream to
manage the denition and set-up of
the infrastructure, the Engagement
Manager can prevent problems from
occurring which would otherwise have
a detrimental impact on the project.
The following problems could occur if
Infrastructure Management is not put
in place:

A lack of a structured approach for
infrastructure denition leading to
incorrect items being specied or
items being found to be missing
later on

The project team being unable
to operate effectively due to
inadequacies in the infrastructure

Delays in specifying and procuring
infrastructure items leading to
project delays

A lack of clarity over who is
responsible for procuring and setting
up the infrastructure leading to the
work not being done properly

A lack of a common understanding
within the project team over
how the infrastructure is set
up and maintained

Incompatibilities between the
environments set up for the project
and those that are supported by the
Client

The infrastructure provided for the
offshore team being incompatible
with that of the onshore team,
where the project involves
distributed delivery, resulting in
poor communications and inefcient
working between the teams.
Even projects with well developed plans and
motivated staff can still be at risk of failure if the
appropriate project infrastructure is not available
on time or is ineffective
11.01 Initiate Infrastructure
Management
Activity Summary
Engagement Manager to determine the
specic infrastructure requirements
needed to run the project and to
produce the procedures for managing
and changing the infrastructure over
the life of the project.
The rst task the Engagement Manager
has in setting up the Infrastructure
for the new project is to dene and
understand the requirements specic
to the project being set up. No two
projects are the same and therefore
require some set of unique assets as
part of the project infrastructure in
order to achieve their objectives.
ensure that all infrastructure
requirements, including hardware,
software tools and ofce equipment,
needed for the project are analysed
according to projects size, complexity
and criticality. The specic
requirements of the Client also
need to be taken into account.
Once the requirements have been
identied, the infrastructure providers
need to be identied, including
the suppliers of tools required for
supporting the infrastructure.
The Project infrastructure may be
sourced from a number of providers:

Client

Capgemini

Specialised development units
within Capgemini

Capgemini partners (alliances)

External providers.
Once all requirements have been
fully dened and potential providers
identied, the Engagement Manager
should produce the Infrastructure
Management Procedures by tailoring
the standard approach, using relevant
tailoring guidelines, to meet the
needs of the project and the specic
Client. The procedures are produced
to establish and maintain the specic
actions and approach
used to acquire and manage the
projects infrastructure.
The main objective of establishing the
procedures is to ensure that the project
team and any other stakeholders
involved understand the process and
the expectations behind Infrastructure
Management. Once the Engagement
Manager has established the
procedures as a baseline, they should
be maintained throughout the life of
the project and should be revised as
appropriate using Change Control.
Infrastructure Management Process
Start-Up Phase
11.01 Initiate
Infrastructure
Management
11.02 Set Up
Project Management
Environment
11.03 Set Up Team
Delivery Environment
Execution Phase
11.04 Review
Project Infrastructure
Close-Down Phase
11.05 Complete
Infrastructure
Management
The Infrastructure
Management stream
summary of each UPM
tips for success.
151
Key Steps

Dene Infrastructure Requirements

Identify Infrastructure Providers

Assess Security Requirements

Review and Tailor Infrastructure
Management Procedures - Document
the procedures to be used for the
project (in PGP for small projects or
template for large projects)

Select Infrastructure
Management Tools.
Tips for Success
Understand what happened
during the sales process
Some work may have already been
carried out on this as part of the sales
process and you should ensure that
you are familiar with what work took
place at this time, particularly if some
of the requirements had already been
shared with the Client as part of the
sales process.
Know your contract
Some of the infrastructure provision
may also be identied in the contract
so it is important to understand what
is in the contract and align with it.
Identify items with long lead
times early
Infrastructure items with potentially
extensive lead times need to be
identied early to ascertain how they
will be obtained and to ensure that the
supply of the items does not cause any
delays to the project.
Ensure security requirements
are carefully considered
As part of dening the overall
infrastructure requirements, the
projects security requirements need
to be carefully considered. Particular
attention needs to be taken with
project data. It is important to identify
whether there are data security
requirements and access restrictions
on the project data. If this is the case
then there may be security clearance
requirements for the project team
members. It is important to identify
the different categories of data and
who requires access to them.
Manager
Distributed projects have special
needs and for a distributed team the
Project Manager should work
together to ensure:

Offshore infrastructure requirements
are fully dened and compatible
with the infrastructure requirements
of the rest of the project team

Communication infrastructure
requirements are fully dened and
appropriate for the project work
being carried out and the split of
responsibilities between the teams
working offshore and onshore,
and the Client

The approach for accessing onshore/
offshore and client infrastructure
is fully dened and the lead times
involved in establishing these links
are conrmed

Any requirement for access to
the client infrastructure by the
Capgemini offshore and onshore
teams is conrmed and agreed
with the Client.
Choose infrastructure
suppliers carefully
Selecting appropriate infrastructure
and associated suppliers is often a
trade-off between a number of factors:

Performance - includes timely
interoperable communications,
safety, security, and maintainability

Costs - includes capital outlays,
training, support structure,
disassembly and disposal of existing
environments, and operation and
maintenance of the environment

Risks - includes potential for
project disruptions.
Any infrastructure acquired must
include provisions for ongoing
maintenance and operational support
for the projects work environment.
This may be accomplished either with
capabilities found inside the project
or the organisation, or hired from
external sources.
11.02 Set Up Project
Management Environment
Activity Summary
to set up an appropriate Project
Management Environment to support
the Engagement Manager in running
and managing the project. This
includes the creation of the initial
infrastructure, project repository and
related documentation standards and
conguration management procedures.
Having established the overall
requirements and dened the
procedures for setting up and
maintaining the project infrastructure,
the next step is for the Engagement
Manager to set up the project
management environment. This will
contain the necessary infrastructure
to support the Engagement Manager
in running and managing the project,
including the setting up of the
remainder of the project infrastructure.
As a minimum the Project
Management Environment needs
to contain a project repository and
related documentation standards and
conguration management procedures.
Depending upon the size and nature
of the project, a Project Management
Ofce (PMO) may also be required
and if so the setting up of the PMO
environment should take place as part
of this activity. The Project Repository
should be based on the Capgemini
standard structure and then tailored
according to the specic requirements
of the project. For distributed projects
including those with an offshore
element, the Engagement Manager,
working with the Offshore Project
Manager, must dene the standards
for all locations. Security and access
restrictions should also be considered.
Following the denition of the Project
Management Environment, the
appropriate tools need to be selected,
installed and tested. These tools
will need to be installed following
Capgemini standards and should be
tailored to meet the requirements of the
project and the Client. Note that the
project management infrastructure
is distinct and separate from the
team environment.
Once the necessary tools have been
installed, the next step is to create a
Project Dashboard that complies with
Capgemini standards. The Project
Dashboard is important as it will be
used to track and monitor progress and
performance of the project.
The nal part of setting up the
Project Management Environment is the
installation of the appropriate methods
to be used as a reference by the project.
These methods have been identied
and tailored in a previous activity in the
Governance stream.
Key Steps

Develop Project Management
Environment Requirements

Install Selected Project Management
Tools (possibly including PMO
environment)

Tailor Project Repository (including
denition of documentation
standards)

Set Up Project Dashboard

Install Method Environment (referring
to all standards and templates to be
used by the project)

Validate Project Management
Environment.
Tips for Success
Ensure project repository set up
at an early stage
Every project must create a project
repository, which will hold all the
management and delivery documents
produced during the projects lifetime.
The standard structure must be applied,
so that anyone taking over responsibility
for the project, or auditing its quality, can
easily locate the documentation produced.
The repository should be easily accessible
by all project team members, by both
offshore and onshore team members in the
case of a distributed project with security
access dened at the high level folder
structure level.
In addition to internal project
documents, client deliverables should
also be managed in the repository in
order to more easily allow for document
versioning and automated document
review and approval. When the project
repository is implemented through
TeamForge, client representatives can
be granted access to appropriate folders,
so that they can directly access the
documents which are relevant to them.
Use standard project repository
The standard project repository
dened in UPM outlines those essential
documents and project management
templates that should be easily accessible
on any Capgemini engagement at any
time. It is intended to be used as a guide
and is not meant to be an all inclusive
list however any deviations from the
standard list should be documented in
the Project Governance Plan (PGP).
Recruit PMO to help in
this activity
If the project is to have a PMO, then
ensure that the PMO is recruited and
briefed on the project at this stage so
that they can assist in the activities
e.g. selection of tools, set up of project
repository, etc. There are several
advantages for the use of a PMO
however the decision as to whether a
PMO is to be set up is usually made
before this stage and may depend upon
factors such as the size of the project and
the budget available. In some cases a
PMO may be shared with other projects
or it may be possible for the Client
PMO to carry out some of the PMO
tasks of the Capgemini team. If this is
the case, you will need to clearly dene,
document and agree with the Client
those tasks that will be performed up by
the Client PMO. Clearly, this will be a
subset of the total PMO tasks as there are
certain tasks (such as nancial reporting
and deliverable tracking and control)
which must be carried out by
Capgemini staff.
Dont reinvent the wheel
If a PMO is to be set up there may
be pre-dened kits for establishing a
PMO available at a regional level and
you should seek out the advice of the
Delivery Manager on this issue.
Project Manager
If the project is a distributed project then
it is vital that the Project Management
Environment is set up to operate
effectively to support both the offshore
and onshore teams.
In order to achieve this, ensure you work
closely with the Offshore Project Manager
to jointly:

Reach consensus on the selection of a
common set of project management
tools to be used on the project

Arrange for adequate funding to be
available for procuring licences for the
offshore team (licenses for some tools
used in the project), and any additional
hardware apart from the standard
conguration available at the offshore
location (i.e. memory upgrades and
local machines)

Decide if it is necessary to split the
repository over several sites, or to
duplicate it at each site.
153
Select the right delivery method
Within Capgemini, a number of
methods have been developed that
support the management and delivery
approach for a variety of projects. In
most cases the delivery method may
already have chosen as part of the sales
process and agreed with the Client.
For example, if the project consists of a
SAP delivery then the Capgemini SAP
delivery method would normally have
been selected at the sales stage and the
delivery estimates and timescales in the
sales proposal worked out on this basis.
However, if the technology was not
clear at the sales stage or circumstances
have changed then there may be a
need to select the appropriate delivery
method as part of this activity. In certain
cases there may be a need to tailor the
relevant methods to meet the specic
demands and needs of the project and
the Client. For example, RUP may have
been chosen at an earlier stage to be the
delivery method for a bespoke systems
development project but when more is
known about the Client a decision may
be made to develop certain parts of the
project using Agile RUP.
Ensure the appropriate support
is in place for the delivery
method chosen
Once the delivery method has been
selected or conrmed, it is important to
ensure that there is ongoing operational
support to the project for the chosen
method throughout the project lifecycle.
This can be achieved by having access
to appropriate skilled resources on
the project or contacts from the wider
Capgemini organisation, or resources
hired from external sources. If a method
has been chosen based upon a particular
product that is not part of Capgemini
usual technology stacks, then it is
vital that you secure support for that
method either via the product vendor,
a specialist consultancy or an
independent contractor.

11.03 Set Up Team Delivery
Environment
Activity Summary
that the required ofce environment,
hardware (IT equipment and
communication environment)
and software (development tools,
conguration management tools, etc.)
are in place so that the project team is
able to perform the tasks. This consists
of establishing the infrastructure to
provide an efcient and effective
working environment for the project
team following the technology
standards that were established
earlier. The infrastructure required
for the delivery team environment is
comprised of three main components:

Ofce Infrastructure

Hardware

Software.
The Engagement Manager will trigger
relevant activities in the Supplier and
Procurement Management stream for
all infrastructure items which need
to be produced before they can
be installed.
Offce infrastructure
A key task of the Engagement
Management during the initial stages
of the project is to identify and
dene the ofce facilities and ofce
equipment required for the project.
The ofce environment will have an
important impact on the productivity
and motivation of the project team and
it is worth the Engagement Manager
spending some time on this task at the
beginning to prevent possible issues
arising later which may impact the
effectiveness of the project.
Appropriate ofce space needs
to be provided for all the project
team members both for those team
members involved in the initial
stages of the project as well as those
involved in later stages. If there is a
resource plan to ramp up (and ramp
down) the project team between
different stages, then there needs
to be an accompanying ofce space
plan to ensure that all the project
team members can be accommodated
at the appropriate time and that
valuable ofce space is not wasted
when not required. Once the Ofce
Infrastructure has been fully dened, it
is the responsibility of the Engagement
Manager, sometimes working with
and through Capgemini staff and
sometimes working with and through
Client or third party staff, to ensure
it is acquired in a timely manner,
installed as appropriate and made
ready for the use of the project team.
Hardware infrastructure
Manager should also ensure that the
IT equipment and communication
requirements for the project are
identied and dened. This will
include specic requirements related
to servers, printers, networks,
laptops and desktop computers. In
addition, the Client may have specic
requirements that the project will need
to accommodate. If training is within
the scope of the project then hardware
required for training environments
should also be considered as part of
this work.
Software infrastructure
ensure that the software tools needed
for the project are identied and
dened covering not only the delivery
environment but also the training
environment. This will include specic
requirements related to design and
development tools, conguration
management tools, etc. and any specic
requirements that the Client has.
The Engagement Manager is responsible
for organising the acquisition and
installation of the required infrastructure
for use by the project team. For
distributed projects, the Engagement
Manager should work with the Offshore
Project Manager to ensure that the
hardware and software infrastructure
for the offshore team is acquired and
installed in a timely manner. Depending
upon the nature of the project there
may be a number of options regarding
acquisition such as purchase, lease or
reuse of existing kit. The Engagement
Manager needs to consider each option
carefully taking into account such factors
as the project budget, timescales and
client circumstances. Whichever option
is chosen, if the Client is paying for
the hardware then the preferred option
should be agreed with the Client.
Key Steps

Develop Ofce
Infrastructure Requirements

Coordinate Ofce
Infrastructure Installation

Develop Hardware

Coordinate Hardware Infrastructure
Installation

Develop Software

Coordinate Software Infrastructure
Installation

Validate Team Delivery
Environment.
Tips for Success
Aim to locate the team members
as close together as possible
Wherever possible aim for the project
team to be located as closely together
as possible to maximise project
communications and productivity. If it
is necessary for the project team to be
split up (e.g. across different oors or
buildings) then plan the accommodation
carefully to ensure this is done in
an effective manner by, for example,
locating individual teams that require a
great deal of contact close to each other.

Identify temporary space for
full team meetings
Ensure that there is sufcient temporary
ofce accommodation to enable the
whole team to meet on a periodic basis
e.g. a full team meeting in a specially
booked meeting room.
Project Manager
Where the project involves distributed
working, the offshore team will also have
specic requirements and these need to
be fully understood and satised.
Understand the Client
environment
In many cases, the provision of the ofce
infrastructure is not totally within the
control of Capgemini. Often the project
team will be working on client site and
the project team will be dependent upon
the Client to provide the accommodation
and equipment required. In these
circumstances it is important to be
mindful of the culture and circumstances
that exist on the client site.
Hold the Client to their
obligations
If the Client has an obligation in the
Contract to provide suitable ofce
infrastructure then ensure the Client is
held to their obligations with the matter
being escalated if necessary.
Ensure procurement and
installation of infrastructure
is timely
It is important to be aware of the
timescales in which the infrastructure
is required making sure that the
specication and procurement of any
infrastructure item that is on the critical
path is given appropriate priority.
In addition, any infrastructure items
that have extensive lead times need
to be identied early to ensure their
acquisition and installation does not
delay the project.
Plan infrastructure set up
very carefully
The specication, procurement,
installation and set up of the ofce
infrastructure, hardware and software
are absolutely key project activities that
need to be given a very high priority.
The individual tasks involved in these
activities need to be broken down
into a sufcient level of granularity to
enable accurate tracking and monitoring
of these tasks on the project plan and
appropriate reporting on a regular basis
to both the Client and
Capgemini management.
Be prepared to manage
the Client
In some cases, Clients may prefer
to procure hardware/software items
through their own purchasing
department, especially if they have
existing relationships with suppliers.
In such situations, the Engagement
Manager will still retain responsibility
for ensuring these items are specied
correctly, supplied in a timely manner, and
installed as appropriate. Consequently,
the Engagement Manager will need to
manage the Client to ensure the client
obligations on this matter are dened,
understood and met.
If an assumption was made during the
sales process that the Client would
supply some infrastructure items and
this is referred to in the Contract,
then a change of responsibility for the
supply of these items would represent
a scope change (with a potential impact
on Capgemini margin) and would need
to be the subject of Change Control.
11.04 Review Project
Infrastructure
Activity Summary
Engagement Manager to review the
project infrastructure to ensure it still
meets the needs of the project.
155
Once the project infrastructure
has been established it needs to
be reviewed to ensure that it fully
meets the requirements, performs as
expected and that there are no gaps
that might cause a problem either now
or later. The Engagement Manager
needs to ensure that a rst review
is carried out as soon as possible
following the set up of the project
infrastructure. Ideally, this should
involve a dry run and test of the use
of the infrastructure before the project
team is fully on board and detailed
delivery activities begin.
The review process should not stop
with the start of detailed development
work. On the contrary the efcient
operation of the project infrastructure
should be reviewed by the Engagement
Manager on a regular basis throughout
the life of the project. This is especially
important with projects involving
multiple stages and phases as the
infrastructure requirements for the
project are likely to change as the
project progresses and subsequent
phases are started.
In particular, the project ramp-up
and ramp-down of staff between
different project phases will have a
direct impact on the amount of ofce
accommodation, number of PCs
and servers and number and type of
software licenses required. Another
example of changing infrastructure
requirements would be for a project
implementation involving a roll out
to multiple locations. Here the project
infrastructure would need to change to
ensure efcient communications with
the different locations.
Key Steps

Review Security Requirements

Evolve Project Management
Environment

Evolve Ofce Infrastructure

Evolve Hardware Infrastructure

Evolve Software Infrastructure.
Tips for Success
Carry out an early inspection
of the offce accommodation
Where ofce accommodation is
acquired or allocated, take the trouble
to visit the accommodation and check
it out prior to the project team being
located in the new area. If necessary
the views of colleagues and team leads
should be sought. The Engagement
Manager would need to ensure
the following:

Are there sufcient desks for the
current members of the team?

Does the accommodation allow for
expansion?

Does the accommodation provide a
good working atmosphere?

Does it meet safety and security
requirements?

Do the phones work?

Is there sufcient provision for the
Capgemini team members to access
the Capgemini network (either
via the internet or dial up) if the
accommodation is on the
client site?
Dont forget the offshore team
Particular attention must be paid to
the infrastructure put in place for
distributed projects to ensure that
an efcient and effective working
environment has been put in place
for all component parts of the one
team (i.e. both the onshore and
offshore teams). Communication links
are vital here e.g. it is important that
both teams can easily access common
documents set up on the project
repository.
Ensure security is reviewed
As part of this ongoing review process,
the project security requirements,
including any relevant standards that
have been agreed with the Client,
should be reviewed. Where any of
these standards prove to be ineffective
or no longer appropriate, due to the
changing demands of the project,
make sure any changes required are
identied and agreed with the Client.
11.05 Complete Infrastructure
Management
the project infrastructure is up-to-date
and is ready to be handed over
or shut down in a clear and
controlled manner.
At the end of the project the
Engagement Manager will need
to complete the Infrastructure
Management stream by either handing
over or closing down the ofce,
hardware and software environments
that were set up for the project. The
infrastructure may still be required for
any of the following reasons:

The overall project is continuing
by the kick-off of an additional
project phase

A new project is being started which
would benet from the use of the
existing infrastructure

The Client or support function
needs the infrastructure to continue
to support the live system.
In these cases the Engagement
Manager will need to plan a structured
handover of the infrastructure.
Where parts of the infrastructure
have been leased for the duration of
the project, the associated contracts
will need to be transferred to the new
parties involved if they are not part of
the Capgemini business unit that set
up the infrastructure. Similarly where
software is being retained by either the
Client or the support organisation, the
associated licenses need to be updated
with the relevant names of the new
owners and formally handed over,
ensuring that the suppliers are made
aware of the changes in responsibility.
156
Where the project infrastructure is
to be closed down, a plan should
be produced and managed by the
Engagement Manager in the same
way as for the transition to another
party. Any hardware and software
components belonging to Capgemini
should be identied, their sources
notied and their return planned
and executed. If any elements of the
infrastructure have been leased for the
duration of the project, the leasing
vendor should be notied and the
Engagement Manager should make
arrangements for the leased items to
be returned and the associated
contracts terminated.
Whether the infrastructure is being
transferred or closed down, all project
documentation should be archived in
the project repository and transferred
to the appropriate archive area/team
within the Capgemini region
or business unit.
The nal step is for the Engagement
Manager to carry out a lessons-learned
review with the team which set up
and supported the infrastructure in
order to review how the Infrastructure
Management process was carried out
during the project and highlight any
potential areas for improvement for
future projects. This could be run as a
separate session or incorporated as a
topic in the lessons-learned review for
the project as a whole.
Key Steps

Produce Infrastructure
Handover Plan

Handover Project
Management Environment

Handover Ofce Infrastructure

Handover Hardware Infrastructure

Handover Software Infrastructure

Archive Project Repository

Produce Infrastructure
Management Summary.
Tips for Success
Ensure knowledge transfer is
part of the handover
The handover should include not
just a transfer of the physical assets
but a knowledge transfer including if
necessary sharing of the procedures
established to set up and maintain
the infrastructure as well as sharing
of lessons learned in running the
infrastructure over time.
Carefully plan the handover
and specic roles and responsibilities
and that the parties to whom the
infrastructure is being transferred
formally accept the assets.
Ensure smooth transition of
the PMO
If the PMO is being transferred to
another party then ensure there is a
sufcient knowledge transfer to ensure
a smooth transition. This may involve
some of the staff due to take over
the PMO role working alongside the
existing PMO staff for a period of time.
Manager
In the case of distributed projects
the Offshore Project Manager should
play a key role in this process. Any
offshore infrastructure components
that are not part of the standard
Capgemini infrastructure need to be
decommissioned and the resources
made available as appropriate to other
projects. It is also important that input
is gained from the offshore project
team for the lessons learned review.
Infrastructure
Management Process
The effcient operation of
the project infrastructure
should be reviewed by the
Engagement Manager on
a regular basis throughout
the life of the project
157
Start Early
Ensure that Infrastructure Management
is set up as early as possible. The
procurement of infrastructure items
is subject to supplier lead times that
are often outside the direct control
of the project and delays in ordering
key items can have a negative impact
on the project schedule especially if
the original high level plan produced
during the sales process was only
based upon assumptions regarding
third party supplier timescales.
Involve the Team
Involve all key members of the project
in the denition of the infrastructure
requirements in order to ensure all
requirements are ushed out at an
early stage. Missing requirements that
emerge at a late stage due to not all
parties being involved at the beginning
can lead to poor productivity or even
a project delay if the missing item was
vital for development/testing.
Aim to Keep the Team together
Try to avoid having the project
team split across different oors or
buildings. The impact on productivity
of a team split in this way can be very
large as the different parts of the team
tend to become less communicative
as a result. If there is no option but to
have a split team then ensure that
extra effort goes into team building to
ensure a common team identity e.g.
regular full team meetings, team social
events, etc.
Designate Some Hot Desks
Aim to have some hot desks allocated
to the project team to accommodate
visits from subject matter experts,
software vendor support staff and
other staff who may need to visit the
project from time to time (e.g.
Delivery Manager).
Manage the Client
If the Client is undertaking the
procurement of the hardware or
software, be sure to closely monitor
their progress and ensure they are
held to their obligations, escalating
any issues as appropriate. While the
Client does have the responsibility
for the procurement, the Engagement
Manager and Capgemini are
accountable for delays to the project
timescales. If delays do occur ensure
they are documented together with
the specic impact they have had or
will have on the project. The effect
of the procurement delays may occur
later on in the project and the reason
will be lost if it is not documented. If
the delay is serious and has an impact
on the overall project timescales and/
or Capgemini protability then the
Engagement Manager should invoke
the Change Control process. This
could happen if the project has to be
extended and the project team are
unable to roll off at the planned time.
General Guidance
Within Capgemini, there are a number
of recommended/mandated tools for
Infrastructure Management that should
be considered on projects, such as:

Project Repository CoCoNet/
TeamForge

Project Planning - Clarity

Conguration Management -
Subversion or Rational Clearcase

Workow Management - TeamForge
or Rational Clearquest.
Tools to
Support
Infrastructure
Management
Engagement Manager

Ensure that infrastructure
management procedures
are established

Ensure that infrastructure
requirements are dened
and documented

Project Manager to ensure the
offshore team infrastructure
requirements are fully
understood and dened

Dene the necessary tasks and
activities to put the required
infrastructure in place and
include them in the project plan
with specic allocated roles and
responsibilities

Ensure the project management
environment is set up correctly

Ensure the PMO is set up if one
is required for the project (this
may include the recruitment and
mobilisation of appropriately skilled
PMO staff)

Ensure the project delivery
environment is set up correctly, by
ensuring that appropriate ofce
infrastructure, hardware and
software are procured, installed and
set up in a timely manner

Review the operation of the project
infrastructure at regular intervals
and make changes as appropriate

Monitor and report on the progress
of the infrastructure set-up

Manage the overall process
and monitor and motivate the
staff involved.
Project Manager to:

Work closely with the Engagement
Manager to ensure the offshore team
infrastructure requirements are fully
understood and dened

Participate in the set up of the project
management and project delivery
infrastructures as appropriate and
as directed by the Engagement
Manager (it is likely the Offshore
Project Manager would take the
lead in managing the set up of the
infrastructure required for the offshore
team)

Ensure that the infrastructure dened
is implemented effectively for the
offshore project team

the set up and operation of the
infrastructure as far as the offshore
team is concerned to the Engagement
Manager and then agree upon actions
to resolve them

to regularly review the set up and
running of the infrastructure and take
responsibility for managing through
any changes affecting the offshore
team that have been agreed with the
Engagement Manager.
Client

Manager to ensure any specic
client infrastructure requirements
are identied and dened at the
commencement of the project

Meet any client obligations regarding
infrastructure that have been set out in
the Contract or documented as part of
the sales process

Participate in the setting up of the
required infrastructure as agreed
with the Engagement Manager
(depending upon the project this
could include making available
ofce accommodation and other
infrastructure items, or lending,
leasing or procuring hardware/
software for the project)

the operation of the Infrastructure
Management process to the
Engagement Manager and then agree
upon actions to resolve them.
Project Manager to:

Manager to ensure the infrastructure
requirements of the supplier team
are fully understood and dened

Participate in the set up of the
project management and project
delivery infrastructures as
appropriate and as directed by the
Engagement Manager

Ensure that the infrastructure
dened is implemented effectively
for the supplier project team

infrastructure as far as the Supplier
is concerned to the Engagement
Manager and then agree upon
actions to resolve them

to regularly review the set up and
running ofthe infrastructure and
take responsibility for managing
through any changes affecting the
supplier team that have been agreed
with the Engagement Manager.
Delivery Manager

Manager to resolve any escalated
infrastructure issues concerning
the Capgemini organisation or
its suppliers

Resolve with the Client any escalated
issues regarding the infrastructure
(e.g. Client not meeting obligations
or delays in Client procuring
infrastructure items)

operation of the Infrastructure
Management process

for dealing with infrastructure issues
concerning the Client that may arise.
159
stream and several others:

The set up of the infrastructure
needs to be carefully planned and
included in the overall project plan
that is set up as part of the Planning
and Financial Management stream.

will rely on the setting up of an
appropriate project management
environment, including a PMO
environment as appropriate, as part
of this stream.

The set up of the infrastructure
will often require the procurement
of items from suppliers and/or the
installation of items using third
parties and these activities are
described in detail in the
Management stream.

Problems in securing items for
the set up of the infrastructure or
challenging supply chain lead times
could present major risks to the
project and this need to be identied
at an early stage and managed via
the Risk Management stream or the
Issue Management steam if the risk
materialises and starts to have a real
impact on the project.

be required if changes to the
infrastructure are identied
during the project.

The Communication Management
stream may require certain items
of infrastructure to be set up as
part of this stream in order that
the Communication Plan can be
effectively delivered.
internal use only.
Conguration Management
This document contains guidance on how to effectively set up
Confguration Management and manage confguration items.
Confguration Management allows a person to identify when a
document or other confguration item was last updated, whether it
is the latest version, what updates have been made to it, who has
reviewed it and whether it has been released/approved.
C
h
a
n
g
e

C
o
n
t
r
o
l

C
o
m
m
u
n
i
c
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
K
n
o
w
l
e
d
g
e

M
a
n
a
g
e
m
e
n
t
P
r
o
j
e
c
t

G
o
v
e
r
n
a
n
c
e
R
e
s
o
u
r
c
e

M
a
n
a
g
e
m
e
n
t
R
i
s
k

M
a
n
a
g
e
m
e
n
t
S
c
o
p
e

&

R
e
q
u
i
r
e
m
e
n
t
s
M
a
n
a
g
e
m
e
n
t
I
s
s
u
e

M
a
n
a
g
e
m
e
n
t
S
u
p
p
l
i
e
r

&

P
r
o
c
u
r
e
m
e
n
t

M
a
n
a
g
e
m
e
n
t
P
l
a
n
n
i
n
g

&

F
i
n
a
n
c
i
a
l

M
a
n
a
g
e
m
e
n
t
Q
u
a
l
i
t
y

M
a
n
a
g
e
m
e
n
t
C
o
n
g
u
r
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e

M
a
n
a
g
e
m
e
n
t
C
l
i
e
n
t

R
e
l
a
t
i
o
n
s
h
i
p
M
a
n
a
g
e
m
e
n
t
DELIVER
TM
This document
up the Confguration
Management
process and manage
confguration items
throughout a project.
used in conjunction
with the Confguration
Management stream
contained within
the Unifed Project
Management method.
What is Confguration
Management?
Conguration items are individual
items of software, hardware or
documentation pertaining to the
project. Conguration Management
is the discipline applied within the
project to:

Identify and control the
conguration items within the
project infrastructure

Manage and control changes to
those conguration items

Build conguration baselines or
releases which dene particular
versions of the system containing
those items

Report on the status of the
conguration items and the status
of any requested modications.
Conguration Management allows a
person to identify when a document
or other conguration item was
last updated, whether it is the latest
version, what updates have been made
to it, who has reviewed the document
and whether it has been released/
approved. This information prevents
people from reading or using out
of date information or software and
enables the project team to check that
changes have been reected in the
complete set of project documentation
more easily.
Confguration Management?
All projects require an appropriate and
effective Conguration Management
process in place in order to provide
the necessary procedures for version
control and the denition of software
releases. The lack of conguration
management on a project is likely
to lead to a lack of control over the
fundamental items (e.g. document
deliverables, congured hardware and
software) that the project is delivering
or using as part of the delivery
function and this in turn could lead
to serious project problems and
potentially project failure.
When a system is to be tested, it is
important to know the versions of
software build being tested. There
are often many versions being
worked on by different development
teams. Conguration management
enables the tracking of these. When
defect xes are to be implemented,
conguration management allows the
team to identify the latest version of
the software in which to implement
the xes.
Conguration Management 162
Introduction
163
Building a baseline to implement
a new release requires strict
conguration management to ensure
the fully tested version of all software
modules is used. If there are errors,
then it should be possible to roll
back to the last working version
using conguration management
information.
Documentation also needs to be kept
in line with the system releases. If xes
or changes are implemented, then it
is important that all documentation
is updated to reect these changes
(requirements documents, design, user
manuals, etc.). Without conguration
management it would not be easy to
check whether documents had been
updated or how recent the
document was.
Last but not least, project
documentation also needs to be
managed under conguration. This
will enable the Engagement Manager
and everyone involved in the project
to be condent that information
contained in any project document
is the most up to date one.
The benets of a well planned and
established Conguration Management
process include:

Providing a clear denition of
the conguration items within
the project

Providing a means by which changes
to those items can be managed in
a controlled manner which in turn
helps to minimise the impact
of those changes

Enabling conguration baselines
or releases to be easily built and
managed with a high level
of control

Providing accurate up to date
information on the status of
the conguration items

Improving security by controlling
the versions of conguration
items in use.
All projects require an appropriate and effective
Confguration Management process in place in order
to provide the necessary procedures for version
control and the defnition of software releases
12.01 Initiate Confguration
Management
Activity Summary
conguration items to be identied
and for the Engagement Manager
to ensure that the appropriate
procedures, tools and environments
are put in place to control them
throughout the project.
One of the rst tasks the Engagement
Manager needs to carry out at
the beginning of the project is
to produce the Conguration
Management Procedures to dene
how conguration management will
be carried out on the project. The aim
here is to take the standard Capgemini
approach and tailor it as appropriate
for the project to meet the specic
needs both of the project itself and
the Client. As part of this exercise the
they are familiar with the conguration
management approach normally used
by the Client to ensure any specic
client requirements are captured.
The procedures should identify the
conguration items, the relationship
between them and dene how they
will be controlled throughout the
project lifecycle. They also need to
specify the roles and responsibilities
of the project team members with
relation to Conguration Management
on the project and dene the
reporting requirements and reporting
mechanisms. The procedures also
need to set out the audit process to
be put in place in order to measure
the efciency and effectiveness of the
conguration management function.
The Conguration Management
reporting requirements also need
to be established at this stage and
documented, together with the means
by which they will be satised, in
the Conguration Management
procedures. The reporting should
enable the Engagement Manager,
other members of the project and
Capgemini management to review the
operation and status of conguration
management within the project.
The next step is to select and procure
the Conguration Management tools
to be used for the project and the nal
step is to dene the Conguration
Management environments needed
for the project. The number and type
of environments will depend upon
the project and will be inuenced
by a number of factors including the
delivery method and the hardware and
software being used.
Key Steps

Review And Tailor Conguration
Document the procedures to be
used for the project in PGP
(for small projects) or in a separate
document using UPM template
Conguration Management Process
Start-Up Phase
12.01 Initiate
Conguration
Management
Execution Phase
12.02 Manage
Conguration
12.03 Maintain
Conguration Integrity
12.04 Audit
Conguration
Management System
Close-Down Phase
12.05 Complete
Conguration
Management
The Confguration
Management stream
summary of each UPM
tips for success.
165

Select Conguration
Management Tools

Dene Conguration
Management Environments.
Tips for Success
Start Confguration Management
as early as possible
Conguration management should
never be an after-thought. When
properly dened at the start of
the project, the Conguration
Management process will ensure the
project is on the correct path and with
the necessary procedures for version
control and releases dened and used.
If the procedures are not dened early
enough, the cost to the project (in
terms of implementation time, risk
and quality) is increased.
Appoint a Confguration
Manager
It is usual for a specic project team
member, usually with a technical
background, to be given the role of
Conguration Manager to ensure that
Conguration Management is set up
and operates efciently. It is a good
idea to allocate that role at the start of
the project so that the Conguration
Manager can work closely with the
Engagement Manager to dene
the procedures.
Select the right
Confguration Items
A key factor for success in
Conguration Management is
ensuring the right conguration
items are dened for the project at
an early stage. These are the items
that need to be managed and
controlled. The specic items will
vary be individual project, although
there are a number of items such
as client deliverables and software
code which clearly always need to be
controlled on any project. Aim to work
closely with other members of the
project to ensure that all conguration
items are correctly dened at the
beginning of the project. Ensure the
selected items are reviewed within
the team to identify any incorrect
or missing items. Examples of likely
conguration items in a project are
set out below:

All contractual and nancial
documentation including Internal
Views, Deal Review Memo,
Contracts, Change Requests,
Project Status Reports

All contractual deliverables
including their Acceptance
Certicates

General project documents
including PGP, Project Plans and
Progress Reports

All project communications, both
internal and external, including all
letters and emails.

Software design documents

Software developed on
various platforms

Package software

Test data and documentation
including references to test
data media locations

Specic hardware/software
conguration items and
their licences

Third party products.
Select the right tools
There are Capgemini standard tools
which have been tried and tested
on many different types of project
and are recommended to be used
for Conguration Management. If a
decision is made to use an alternative
tool, it is important that key members
of the project team, including the
Conguration Manager (if the role has
been allocated at this time) and the
Offshore Project Manager are involved
in the selection given the importance of
using the right tool.
Different conguration management
tools may be used for different
purposes. For example, a rather simple
documentation management tool
might be used for keeping project
documentation under control, when
a more technical tool is usually
required to manage hardware/software
conguration items.
Project Manager
working, the Offshore Project
Manager must be closely involved
at this stage to:

Agree how Conguration
Management will work between
the Offshore and Onshore teams

Identify the various roles and
responsibilities for setting up
and operating Conguration
Management

Conrm where the Conguration
Management repository will be
set up.
A key factor for success
in Confguration
Management is ensuring
the right confguration
items are defned for the
project at an early stage
Activity Summary
Once the Conguration Management
approach has been dened and
documented in the procedures, the
conguration items dened and the
tools and environments set up, the
purpose of this activity is to put the
approach into operation and start to
manage the conguration of the project
during the project lifecycle.
All the Conguration Items dened
in the Conguration Management
Procedures need to be added to the
conguration database, in order to
keep them constantly under control.
This process is normally managed
by the Conguration Manager. The
items can then be checked out and
worked on by the project team but
they need to be returned and checked
in again when the amendments are
complete so that a detailed history
of the changes can be recorded. A
good example of the operation of this
process for a conguration item is
software code where the code is logged
on the conguration database and the
developer will check the code out,
make whatever changes are necessary
and then check the code back in
again when the changes have been
made. At any point in time it is possible
to nd out using the Conguration
Management tool, what the status of
the software is and which developer has
been making changes to it.
Conguration Management plays an
important role in the creation of project
baselines and releases. A baseline is
usually created (as a reference for
future use) when a signicant project
milestone has been reached. A release is
normally created when a client delivery
(of software, any related congured
hardware and
documentation) is planned. In both
cases, the baseline and release should
be automatically generated from the
conguration database to ensure their
completeness and accuracy.
On a regular basis the Conguration
Manager should produce status and
statistical reports on the conguration
database, and all baselines and releases
created. Any issues highlighted
regarding the effectiveness of the
Conguration management process
need to be treated as high priority by
the Engagement Manager and dealt
with accordingly given the potentially
serious impact of problems in
this area.
Key Steps

Record And Manage
Conguration Items

Manage Baselines And Releases

Monitor Conguration Status.
Tips for Success
Be rigorous about enforcing
good Confguration
Management discipline
The successful operation of this
whole process requires strong
discipline on the part of the project
team and the Engagement Manager
and Conguration Manager must
be very rigorous in ensuring that
disciplines are followed by the whole
team. Failure to consistently comply
with the procedures on the part of
even a small number of project team
members could potentially cause
serious problems for the project as a
whole as conguration items become
uncontrolled. For example, failure
to check out or check in back
software code correctly could result in
important software changes being lost
or overwritten while the full impact of
the problem may not reveal itself until
a later stage (e.g. testing) when it may
be visible to the Client.
Carefully manage the creation
of baselines and releases
This process needs to be carefully
controlled by the Conguration
Manager (or Engagement Manager
if applicable) who needs to ensure
that the conguration database is up
to date and that the relevant extract
(baseline or release) is generated,
including the appropriate supporting
documentation. If the correct
procedures have not been consistently
followed by all the project team
members during the project lifecycle,
it is often at this stage that the
problems will come to light creating
issues which need to be thoroughly
investigated and potentially causing
delays with the creation of the baseline
or release.
Ensure records are maintained
at the appropriate level of detail
In order to ensure that the
monitoring function can be carried out
in an efcient manner, it is key that
records are established and maintained
in sufcient detail that the content and
status of each conguration item is
known and to enable previous versions
to be recovered if necessary.
Ensure appropriate controls
are in place
Ensure that relevant controls are in
place and performed regularly in order
to review the status of all conguration
items that are under Conguration
Management. The aim of this is to
ensure that changes have not caused
unintended effects on the baselines
and to highlight any potential issues
with regard to the procedures not
being fully and consistently followed
by all members of the project team.
167
12.03 Maintain
Confguration Integrity
Activity Summary
regular reviews are carried out by the
project staff to check the integrity
of the conguration management
processes and items.
On a regular basis the Engagement
Manager should ensure that a
conguration review is carried out
to examine the characteristics of the
conguration items and all baselines
and releases created in order to check
the overall consistency and integrity of
the conguration database. The review
may cover the entire conguration,
or only a subset of it. Any divergence
should be investigated to ascertain its
cause, and appropriate remedial action
taken. Spurious conguration items
should either be removed or brought
under conguration.
In addition, periodically, the
the project repository and ensure that
all documents created by the project
team or received from the Client or
other third parties have been stored
correctly in the repository and are
up to date.
Any integrity issues revealed by the
above reviews could have the potential
to cause serious problems to the
project and the Engagement Manager
should put in place appropriate action
plans should to address them as soon
as possible.
Key Steps

Check Project Repository Usage

Conduct Conguration
Management Review.
Tips for Success
Ensure reviews take
place regularly
Ensure a review is carried out
immediately after the conguration
management database is rst set up
and then at regular intervals thereafter
such as planned milestones.
Carry out ad hoc reviews if
problems suspected
Ensure an ad hoc review is carried out
if the monitoring process has identied
any issues with the operation of the
procedures. In certain cases, a selective
review may be carried out focussing on
a subset of the particular conguration
if problems have been revealed or are
suspected in that area.
12.04 Audit Confguration
Management System
Activity Summary
ensure that independent audits are
carried out to check the efciency
and effectiveness of the conguration
management function on the project.
Given the great importance of
Conguration Management in
ensuring that the project can be
progressed in a controlled manner,
specic Conguration Management
audits need to be carried out from
time to time. These audits are over
and above the normal day to day
monitoring checks and reviews. They
may be carried out by the Engagement
Manager or more usually by a neutral
body such as a Subject Matter Expert
or an Independent Quality Manager.
The conguration management
audit should include checks to
ensure that the procedures are being
correctly applied, and that traceability
requirements are being satised.
A conguration management audit
should assess and analyse:

The extent to which the
conguration management
procedures are being adhered

The number of authorised and
unauthorised changes made
to the conguration

The number and severity of errors
that can be traced back to
improper changes

The number of occasions when the
conguration is found to be not as
recorded, and the actual or potential
impact of such deviations.
An audit report should be produced
documenting the ndings of the
audit and if issues are found then the
Engagement Manager should produce
an action plan to resolve them at an
early stage. The Delivery Manager
should be involved in reviewing the
ndings of the audit and any
necessary action plans.
Key Steps

Review Conguration Management
Audit Scope and Objectives

Complete Conguration
Management Audit

Identify and resolve
Conguration issues.
Tips for Success
Ensure the results of audits are
swiftly followed up
Issues identied by an audit could be
symptomatic of a larger problem and
they need to be followed up and the
underlying cause resolved quickly.
12.05 Complete Confguration
Management
Activity Summary
that at the end of the project the
Conguration Management stream
is either closed down in a controlled
manner or handed over to
another party.
If the Conguration Management
is still required e.g. because the
overall project is continuing by the
kick-off of an additional project phase
or a new project is being started
which would benet from the use
of the Conguration Management
process already set up or because
the Client or support function need
the Conguration Management to
continue to support the live system,
then the Engagement Manager
will need to carefully plan a
structured handover of the
Conguration Management.
that a nal baseline is taken at the
end of the project and a denition of
the differences between successive
baselines should be documented. The
conguration items should be placed
in an archive, the location of which
is stated in the Project Close-Down
Report. This archive must include all
correspondence and agreements
with the Client.
The nal step is for the Engagement
Manager to carry out a lessons-learned
review with the team which set up
and supported the infrastructure in
order to review how the Infrastructure
Management process was carried out
during the project and highlight any
potential areas for improvement for
future projects. This could be run as a
separate session or incorporated as a
topic in the lessons-learned review for
the project as a whole.
Key Steps

Handover Conguration
Management System

Produce Conguration
Management Summary.
Tips for Success
Ensure appropriate
knowledge transfer
The handover should include not
just a transfer of the conguration
database assets but a knowledge
transfer including, if necessary, sharing
of the procedures established to set up
and maintain the database as well as
sharing of lessons learned in operating
Conguration Management on the
project over time.
Ensure a detailed handover
plan is produced
and specic roles and responsibilities
and that the parties to whom the
conguration management tool and
database are being transferred formally
accept the assets.
Plan the close-down carefully
Where the Conguration Management
is to be closed down a plan should
be produced and managed for the
close down in the same way as for
the transition to another party. Any
hardware and software components
belonging to Capgemini should be
identied, their sources notied and
their return planned and achieved
Project Manager
In the case of distributed projects
the Offshore Project Manager should
play a key role in this process. It is
also important that input is gained
from the offshore project team for the
lessons learned review.
Tools to
Support
Conguration
Management
Capgemini has standard recommended
tools for Conguration Management:

TeamForge is the preferred tool
for document versioning

Subversion or Rational Clearcase
are the preferred tools for Software
Conguration Management (SCM).
In order to make best use of the
Software Conguration functionality in
a collaborative environment both tools
have been integrated with TeamForge
to provide web-based remote
access, repository creation and user
administration (where possible).
ensure that the recommended tools
are used wherever possible for the
logging and management of the
project conguration items.
In some cases it may not be possible
to use the standard tools e.g. if the
development is taking place on client
site and the Client insists on using
their own Conguration Management
tool. If for, whatever reason, the
recommended tools cannot be used,
ensure the alternative tools are
assessed and that consensus is reached
among the delivery team, including
the offshore project team if applicable,
regarding the appropriate tools to use.
The chosen tools and the reasons for
using them need to be documented in
the Project Governance Plan (PGP).
169
Appoint a Confguration
Manager
At an early stage aim to appoint
a member of the project team as
the Conguration Manager with
direct responsibility for ensuring
is successfully implemented and
maintained. While the Engagement
Manager has overall responsibility
for Conguration Management,
to be successful the process needs
someone with a ne eye for detail
managing the process on a day to day
basis. Whoever is appointed to this
role should ideally be an efcient,
persevering individual who has the
respect of the project team.
Rigorously Enforce
Confguration Management
Discipline
Be rigorous about enforcing the use
of Conguration Management
procedures within the team. Any
failures to follow the procedures (e.g.
failing to check development code in
and out) should be closely monitored
and dealt with effectively. Consider
including adherence to the procedures
in the assignment objectives of
team members.
Ensure Regular Confguration
Management Reviews
Ensure Conguration Management
reviews and audits are carried out on
a regular basis. In this way if problems
do occur they can be highlighted and
resolved in a controlled manner and
without the issue necessarily becoming
visible to the Client. Conguration
problems that emerge at a late stage
(e.g. during the creation of a release)
can be very public and may damage
the project teams credibility with
the Client.
General Guidance
Engagement Manager

Ensure that Conguration
are established.

Ensure that Conguration Items
are dened and documented.

Project Manager to ensure the
offshore team conguration
management requirements are
fully understood and dened.

Select the appropriate Conguration
Management Tools and ensure the
tools are procured and installed.

Assign the role of Conguration
Manager (if the size of the project
warrants it).

Ensure conguration management
environments are dened.

Ensure the day to day operation
of Conguration Management is
effectively managed.

Ensure the effectiveness of
Conguration Management is
reviewed on a regular basis.

Produce action plans to resolve
any issues highlighted by audits
or the review process.

Manage the overall process and
monitor and motivate the
staff involved.
Project Manager to:

Manager to ensure the offshore
team conguration management
requirements are fully understood
and dened.

Management is implemented
effectively for the offshore
project team.

Ensure that the offshore team
follows the Conguration

Feedback any issues relating
to the set-up and operation of
process as far as the offshore team
is concerned to the Engagement
Manager and then agree upon
actions to resolve them.

to regularly review the conguration
management process and take
any changes affecting the offshore
Engagement Manager.
Client

Manager to ensure any specic
client conguration management
requirements are identied and
dened at the commencement
of the project.

the operation of the Conguration
Management process to the
Engagement Manager and agree
upon actions to resolve them.
Manager to:

Manager to ensure the supplier
team conguration management
requirements are fully understood
and dened.

Management is implemented
effectively for the supplier team.

Ensure that the supplier team
follow the Conguration Management
Procedures.

Conguration Management process as
far as the supplier team is concerned
to the Engagement Manager and then
agree upon actions to resolve them.

to regularly review the conguration
management process and take
any changes affecting the supplier
Engagement Manager.
Delivery Manager

Manager to resolve any
escalated Conguration
Management issues.

Resolve with the Client any
escalated issues regarding
Conguration Management.

operation of the Conguration
Management process.
171
stream and several others.

The procurement and installation
of the selected Conguration
Management tools will be handled
by the Infrastructure Management
stream and the Supplier and
Procurement Management stream
as appropriate.

Some of the key conguration items
maintained within this stream are
likely to be the project plan and
planning tools which are established
as part of the Planning and
Financial Management stream.

will rely on the successful setting
up of the Conguration
Management process.

Problems identied with the
integrity of the project conguration
should result in high priority issues
being raised which need to be
managed via the Issue
Management stream.

The Change Control stream
can lead to changes to
conguration items.
internal use only.
Quality Management
This document contains guidance on how to implement Quality
Management on a project. The focus is on the quality assurance
and quality control aspects related to the project approach and the
project deliverables. The purpose is to implement the management
processes which will contribute to the overall quality of the project,
when detailed verifcation and validation activities (such as testing)
are described in appropriate delivery processes.
C
h
a
n
g
e

C
o
n
t
r
o
l

Q
u
a
l
i
t
y

M
a
n
a
g
e
m
e
n
t
C
o
m
m
u
n
i
c
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
C
o
n
g
u
r
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e

M
a
n
a
g
e
m
e
n
t
K
n
o
w
l
e
d
g
e

M
a
n
a
g
e
m
e
n
t
P
r
o
j
e
c
t

G
o
v
e
r
n
a
n
c
e
R
e
s
o
u
r
c
e

M
a
n
a
g
e
m
e
n
t
R
i
s
k

M
a
n
a
g
e
m
e
n
t
S
c
o
p
e

&

R
e
q
u
i
r
e
m
e
n
t
s
M
a
n
a
g
e
m
e
n
t
I
s
s
u
e

M
a
n
a
g
e
m
e
n
t
S
u
p
p
l
i
e
r

&

P
r
o
c
u
r
e
m
e
n
t

M
a
n
a
g
e
m
e
n
t
P
l
a
n
n
i
n
g

&

F
i
n
a
n
c
i
a
l

M
a
n
a
g
e
m
e
n
t
C
l
i
e
n
t

R
e
l
a
t
i
o
n
s
h
i
p
M
a
n
a
g
e
m
e
n
t
DELIVER
TM
This document gives
guidance on how to
Quality Management
process in a project. It
should be read and used
in conjunction with the
Quality Management
the Unifed Project
Management method.
What is Quality Management?
Quality
The degree to which client needs
are met or exceeded through the
delivered solution.
Quality Management
A set of processes to monitor and
control quality on a project.
Quality Management is about making
sure that a comprehensive set of
procedures are dened at the start of
the project and that they are being
followed correctly resulting in effective
management and delivery of the
project. The procedures should be
based on best practices and experience
gained from previous projects.
Quality Management covers both
the project approach and the project
deliverables. Project success is more
likely to be achieved when there is
a clear set of management and
delivery processes in place and a
rigorous process for producing
project deliverables.
Quality is the responsibility of
everyone on the project. There must
be a clear set of procedures and checks
that the project team can work to and
apply. It also needs to be measurable.
Without baselines and objectives
it is impossible to identify whether
the quality criteria and requirements
are being met and whether quality
is improving or whether it is
deteriorating.
Quality management concentrates on
the process for controlling the quality
of the management procedures rather
than the quality assurance aspects of
the delivery process. Such procedures
and controls will be dened within
the delivery method and will depend
on the type of project/system
development being undertaken.
During the project, quality is
managed using a number of
techniques employed to assess
quality and conformance to the
quality objectives, such as:

Compliance Checks

Project Audits

Project Reviews.
These approaches will check the
pre-dened management and delivery
methods being used on the project.
Deliverable reviews will check the
quality of the products/services that
are being delivered to the Client. The
following table provides an indication
of how each approach will work on
the project.
Quality Management 174
Introduction
Process/Content Internal/External Scheduled/Ad-hoc
(to project)
Compliance Checks Process Internal Scheduled + Ad-hoc
Project Audits Process + Content External Scheduled
Project Reviews Content Internal + External Ad-hoc
(as needed)
175
Why have Quality Management
Procedures?
The overall objective of Capgemini
is to deliver projects that are on
time, within budget and to the
clients satisfaction. To achieve
this it is necessary to establish the
right management processes and
procedures, check that these are being
followed, and ensure that the client
expectations are being met. Quality
Management procedures will check
that the above is being achieved
through the use of periodic reviews,
and will identify and implement
corrective actions if not. They provide
a mechanism to monitor, control
and amend the project management
procedures throughout the life
of the project, therefore ensuring
effectiveness and efciency of the
work being done.
A set of poorly dened project
management procedures will quickly
result in a poorly managed project that
is out of control and unable to deliver
to the contract. A set of clearly
dened management procedures that
are not being followed consistently
or at all by the project team will also
result in a failing project unable to
deliver to what has been contracted.
Quality Management procedures will
enable the Engagement Manager and
the Capgemini Management team to
identify whether there are issues with
the procedures or their application and
take the appropriate action.
By introducing controls and checks
throughout the project lifecycle, it
is possible to measure and assess
whether the project is delivering to
the appropriate quality criteria. This
will allow the Engagement Manager to
make continuous improvements to the
processes and procedures.
Quality management will ultimately
help projects with signicant risk/
issues to course-correct without
impact to the Client or Capgemini,
and projects getting into trouble to be
escalated to Delivery Management for
appropriate decisions and actions.
By introducing controls
and checks throughout
the project lifecycle,
it is possible to measure
and assess whether the
project is delivering to
the appropriate quality
criteria
13.01 Initiate Quality
Management
Activity Summary
During the Start-up phase the
Engagement Manager should dene
the quality objectives for the project.
This will involve determining what
the quality requirements are and what
methods will be used to ensure these
requirements are met. The Quality
Management Procedures should then
be captured either in the PGP or in a
separate document. They should apply
to the project approach (management
methods and processes, management
deliverables, delivery methods and
processes) as well as the deliverables
produced for the Client.
The quality management approach
should be based on information
gained form the sales process, any
regional quality systems guidelines
and discussions with the Client.
Offshore requirements must also
be included where appropriate.
Care must be taken to check and
reference the contract for any quality
objectives and requirements that
may have been captured.
Depending upon the nature of their
organisations, clients may have their
own quality procedures. If this is the
case then the Engagement Manager
should review these procedures,
discuss them with the Client and,
if necessary, take them into account
when producing the Quality
Management Procedures for
the project.
Key Steps

Review client and
contractual requirements

Dene Quality

Create schedule for audits, reviews
and compliance checks

Work with the Offshore Project
Manager to assess impact of quality
objectives on offshore activities.
Quality Management Process
Start-Up Phase
13.01 Initiate Quality
Control
Compliance Check
Execution Phase
Compliance Check
13.03 Monitor
Achievement of
Quality Objectives
13.04 Review
Project Deliverable
13.05 Conduct
Project Review
13.06 Undertake
Project Audit
Close-Down Phase
13.07 Complete
Quality Management
The Quality Management
method is broken
provides a summary
success.

177
Tips for Success
Check the contract, sales
material and client expectations
There may be key areas requiring
specic attention or a commitment to
carrying out a certain number of audit
reviews. Any such requirements can be
included in the audit/review schedule.
Defne and agree
procedures early
Establish the Quality Management
Procedures as soon as possible in the
Start-Up phase and ensure they are
agreed with the Delivery Manager,
Offshore Project Manager, Client
and Supplier(s).
Communicate Quality
to the project team
Make sure all members of the project
team are familiar with the Quality
Management Procedures and quality
objectives, including specic impact
for both onshore and offshore teams.
Compliance Check
Activity Summary
This is an internally driven
assessment of compliance with the
agreed Capgemini management and
technology delivery methods. It is
usually carried out using a standard
checklist. The Engagement Manager
can tailor the checklist to suit the
purposes of the Compliance Check,
as long as the revised checklist is
approved by the Delivery Manager.
Compliance Checks are usually
scheduled events and these should
be captured in the Quality
Management Procedures document.
The Engagement Manager may also
call reviews on an ad-hoc basis.
The Compliance Check is based on a
standard checklist and will look for
things such as:

Signed Contract and invoicing
up to date

Up to date project documentation
including PGP stored in the
Project Repository

Project Plan up to date and baselined

Project team in place and working
together effectively

Deliverables produced on time and
to required quality

Client and supplier relationships
working well.
The results of the check should
be communicated to the relevant
parties. Any improvements and/or
corrective actions identied from the
check should be implemented by the
Engagement Manager.
Key Steps

Dene and agree the
Compliance Checklist

Carry out Compliance Check

Capture results and identify
actions required

Implement actions and
communicate results of the
Compliance Check.
Tips for Success
Be honest
When going through the checklist
questions, be honest with the answers.
The Delivery Manager and Capgemini
management team will be able to give
advice on corrective actions where
problems are identied.
13.03 Monitor Achievement of
Quality Objectives
Activity Summary
The Engagement Manager should,
on an on-going basis, assess the
achievement of Quality Objectives
that were dened at the beginning
of the project. Any issues, defects
and non-conformance should be
documented and corrective action
plans put in place.
responsible for ensuring the Quality
Management Procedures are applied
across all areas of the project including
any offshore elements. They should
work with the Offshore Project
Manager to identify any trends in
non-conformance and the corrective
actions required.
report on the status of quality
management on the project,
including any actions being taken
to address issues.
Key Steps

Review achievement of
Quality Objectives

Identify areas requiring
corrective action

Check status of defects

Create and implement action plan

Produce Quality Management Report.
Tips for Success
Incorporate into progress
reporting
It is often better to include updates
on quality management as part of the
general progress reporting rather than
producing a separate report. Updates
on compliance and corrective actions
should be covered in the Capgemini
internal meetings.
13.04 Review Project
Deliverable
Activity Summary
This is the process of reviewing a
Project Deliverable before submitting
it to the Client for acceptance. There
may be different types of deliverable
requiring different review methods.
Each type of deliverable, the review
method to be used, the review
objectives and the acceptance criteria
should be captured in the Project
Governance Plan.
A Deliverables Log should be
maintained recording and tracking
the status of all client deliverables.
Deliverables can be:

Requirements documents

Design documents

Procedure documents

Test scripts

User manuals.
Review requirements should be created
for the deliverable. It is important
that the reviewer understands the
objectives of the review, the method
being used and how to provide
feedback from the review. Reviewers
will also need to know the review
schedule and how many review cycles
are planned.
A Defect Log should be created for
the deliverable, and output from the
review captured in the log along with
status and action information to allow
tracking. If the deliverable fails to meet
the review objectives and acceptance
criteria, the Deliverable Review Report
will capture the details of the defects,
corrective actions identied, and
action plan.
Once the deliverable has satised
the acceptance criteria and is judged
to be acceptable, the Engagement
Manager should ensure all actions are
completed before signing it off and
formally issuing it to the Client.
Key Steps

Update the Deliverables Log

Determine and communicate
the review requirements

Review deliverable

Capture output from the review
in the Defect Log

Produce Deliverable Review
Report

Update and reissue the
deliverable for review.
Tips for Success
Decide on the best review
technique for each deliverable
Different techniques can be used
for reviewing deliverables, including
individual review, group review
or workshop.
Include suffcient review
time in the Project Plan
Reviews can take up a signicant
amount of time, especially if there are
a large number of deliverables, and
therefore need to be scheduled
into the plan to ensure reviewers
have sufcient time to complete
the exercise.
Internal and external reviews
Key deliverables, especially those
linked to payment milestones,
should go through several evaluation
iterations to ensure that they are on
track for satisfying the acceptance
criteria. The Engagement Manager
should consider issuing them for
external review as well as internal
review. Issuing to client stakeholders
with subject matter expertise will
enable the Engagement Manager to
check that client requirements
are being met.
External Capgemini review
consider getting key deliverables
reviewed by experts who are
independent from the project team
to ensure the correctness and quality
of the deliverable before it is
submitted to the Client.
Stick to the review schedule
Each deliverable should have a clearly
dened review schedule that indicates
review and feedback deadlines. It is
important that all parties stick to these
deadlines otherwise delays could have
an impact on delivery milestones and
milestone payments.
Check that the overall
process is working
Assess the overall deliverable review
process and implement improvements
where the right level of quality is
not being reached. If a Client rejects
a deliverable then the Engagement
Manager should investigate why the
process did not identify issues with
the deliverable before it was formally
issued. Changes and improvements
should then be made to the overall
deliverable review process.
13.05 Conduct Project Review
Activity Summary
A Project Review is an assessment
of the status of the project. It will
look at the progress, compliance to
procedures and the general status of
the project. It may be an ad hoc event
driven either internally by the project
or externally by the Client or another
party, e.g. it may have been scheduled
because a major issue has occurred
on the project that has raised more
general concerns. The Engagement
Manager could also schedule project
reviews at specic points in the project
(e.g. completion of a phase or major
179
milestone), or to comply with local
policies when the engagement value
is above predened thresholds. In all
situations, it is good practice to have project
reviews at least on a quarterly basis.
The rst step is to establish the scope
and objectives of the review. The
Engagement Manager should do this
along with dening who will conduct
the review, who will participate, when
and how it will be conducted and
how will the results be captured and
actioned. This should be reviewed
and agreed with the Delivery Manager
before the review is conducted.
The Engagement Manager will usually
carry out the review unless it has been
requested by the Client or an external
party. The review is normally based
around a checklist or questionnaire.
The Engagement Manager will assess
the project processes and procedures
against the stated criteria to evaluate
whether they conform to the standard
processes and procedures. The
Engagement Manager may also assess
the quality of the deliverables and
services being delivered to the Client
against the agreed acceptance criteria.
All areas or non-conformance should
be documented and an action plan
should be created to address them. The
Engagement Manager may also identify
opportunities for process improvement
which should also be documented with
an action plan.
At the end of the review, a report
should be produced detailing the
ndings and making recommendations
for improvements to the processes.
A plan to action the recommendations
should be created and assigned to
the relevant parties. The Engagement
should ensure these actions are
completed in a timely manner.
Key Steps

Dene the scope, objectives
and execution details of the
Project Review

Agree Project Review format
with the Delivery Manager

Conduct the Project Review

Identify improvements and
corrective actions

Produce Project Review Report

Implement action plan.
Tips for Success
Be proactive
Asking for outside assistance and
viewpoints is a much better and less
risky approach than letting a project
issue go unresolved. The Engagement
Manager should work with the
Delivery Manager to schedule ad-hoc
reviews when appropriate.
Use and tailor the checklist
The review is usually structured
around the Project Review checklist.
The checklist can be tailored to
cover different aspects of the
project including:

Management procedures

Suitability of the management
and delivery methods

Assessing the quality of the
deliverables and services

Project progress and planning

Specic project streams.
Communicate and prepare
for the review
It is important to prepare for reviews
so that all information is available and
all relevant parties are aware of their
participation and responsibilities.
Use the project review fndings
to improve performance
Reviews can come at a stressful time
when there are issues on the project
and people may not feel they have the
time to participate. It is important that
the review is used in a positive way to
identify the root causes to the problems
and recommend improvements to the
processes and procedures that will
ultimately solve some of the project issues.
13.06 Undertake Project Audit
Activity Summary
Project Audits are usually scheduled
events. The schedule should be decided
at the start of the project and captured
in the Project Governance Plan or
Quality Management Procedures
document. It has a widespread scope
and will look at all aspects of the
project, from reviewing the suitability
of the management and delivery
methods being employed, to assessing
the quality of the products and services
that are being delivered to the Client,
and to the morale of the resources
working on the project.
The Audit is usually conducted by
parties from within Capgemini but who
do not have any involvement on the
project. It will cover all aspects of the
project and will involve interviewing
many of the stakeholders. This will
give the person undertaking the audit a
picture of how the project is perceived
by the different stakeholders.
An audit is typically a combination of
gathering information by interviewing
key project stakeholders and team
members, both onshore and offshore,
and responding to questionnaires and
checklists based on standard quality
management criteria. In most cases, an
audit would run for a few days, so that all
relevant information can be collected.
In some cases the Client may be
interviewed but in other cases the
audit is treated as a purely internal to
Capgemini. The decision to involve
the Client should be made by the
Engagement Manager in discussions
with the Delivery Manager based upon
the nature of the Client, the state of the
project and the reason for the audit.
A report will be produced containing
the ndings and any recommendations
for improvements. This should
be discussed between auditor, the
Delivery Manager.
create an action plan to implement
the recommendations which should
then be managed by the Engagement
Manager and monitored by the
Delivery Manager.
Key Steps

Dene the scope and objectives
of the audit

Agree scope and objectives with
the Delivery Manager

Communicate audit details to
the Project Team

Make necessary arrangements
for the audit

Support audit and review
audit report

Create action plan from audit
recommendations

Implement action plan.
Tips for Success
Ensure there are clearly defned
objectives for the audit
The purpose of an audit can vary
depending on the stage of the project
and the reason for the audit. It is
important to identify the objectives
which could include the following:

To identify the strengths of the
current approach

To ensure a baseline project scope
has been identied and that Change
Control is being applied correctly

To ensure signicant risks are
understood and being managed

To ensure issues are being identied
and are being managed

To ensure that the engagement is
commercially sound

To ensure that the business benets
that will accrue have been identied
and a tracking mechanism has
been established

To ensure that a customer
satisfaction process is in place and
is being progressed

To ensure that appropriate
governance structures have been
established and are being followed

To ensure that an appropriate
organisation is in place, that
responsibilities are understood
and that relationships are being
appropriately managed with the
following:

Client Management

Suppliers

Capgemini Management

To establish that a comprehensive
set of project support processes are
in place, including co-ordination
of planning, progress tracking and
reporting, meetings, review and
sign-off of work, issue management,
quality management, etc.
Publicise the audit schedule and
ensure preparation activities are
started in plenty of time
To enable the audit to run smoothly,
prepare in advance, typically gathering
information in the following areas:

Leadership and communication

Business benets

Client relationships

People and resourcing

Organisational effectiveness

Quality assurance processes.
check that documentation is up to
date and accessible and that all
participants are aware and available
at the required times.
Ensure the logistics for the
audit have been covered
When organising a project audit the
arrangements have been made to
accommodate the audit team.
The following is a useful checklist:

Check that all required project
documentation is valid and
up-to-date

Check that the auditors will have
access to the relevant documentation
(terminals, passwords, access
rights, etc.)

Check that a room has been
booked for the auditors

Check that site access for
auditors has been authorised

Check that the Client has been
briefed on the expected arrival
of the auditors

Check that all relevant parties
will be available at the appropriate
times for auditor queries.
See the audit as an opportunity
not a threat
The audit should be used as an
opportunity to get recommendations
and improvements from someone
external to the project. It is often
easier for a person not involved with
the detail of the project to identify
underlying problems and root causes.
They can also often see simple
solutions which are not obvious
to people closely involved with
the project.
Be honest and encourage
others to be honest
The recommendations made in the
Project Audit Report will only be
useful and appropriate if they have
been based on correct and honest
information. It is important to be open
and honest with the answers provided
during the audit so that the auditor
can draw the correct conclusions and
make good recommendations that will
help the project achieve success.
13.07 Complete Quality
Management
Activity Summary
At the end of the project, the
Engagement Manager will either
close down the Quality Management
process, or hand it over to the person
of the solution. The handover will
include a copy of all the quality issues
raised during the project and defects
identied in review/test activities,
highlighting any that are
still outstanding.
Offshore Project Manager should also
discuss and identify any reusable
strategies and improvements to the
process that could be used on future
similar projects.
Key Steps

Produce nal version of outstanding
quality issues and defects

Handover outstanding quality
issues and defects to the person
of the solution

Discuss and capture lessons learnt
and process improvements with
Offshore Project Manager and
submit to Capgemini repository.
Tips for Success
Get feedback from all parties
When gathering lessons learnt
and feedback on how the Quality
Management worked on the project
it is important to get feedback from
project team members including the
Client and suppliers. They may have
good suggestions for improvements
that could benet future projects.
The use of Group mandated tools to
support the different UPM streams
will help to ensure oveall quality and
client satisfaction. There are many
tools available to support the specic
areas such as Clarity/OpenWorkbench
and TeamForge. Testing tools are
used for system and user acceptance
testing, conguration management
tools ensure that version control
is maintained for documents and
deliverables and project management
tools are used to manage plans, risks,
issues and change requests. All of
these save time, improve consistency
and provide a basis for quality criteria
to be set and measured.
Tools to support Quality Management
and more specically Compliance
Checks, Project Audits and Project
Reviews (as described in this
document) usually come in the form
of checklists. They provide a basis and
structure to the reviews and ensure all
areas are covered.
181
It is important to be
open and honest with
the answers provided
during the audit so
that the auditor can
draw the correct
conclusions and make
good recommendations
that will help the project
achieve success
Tools to
Support
Quality
Management
Select Appropriate
Review Method
When conducting a review there are
various techniques that can be applied
according to the type of review and the
subject of the review.
Checklist
A structured set of questions that
form the structure of the review and
guide the reviewer through the areas
to be covered.
Interview
Useful for getting specic information
from a variety of sources e.g. feedback
on the project status, management
methods or client satisfaction process.
Interviews can be run using a
structured checklist so that different
perspectives can be compared.
Group review/walkthrough
A group meeting where all reviewers
go through the deliverable together
providing comments and corrections.
This saves time for the author who
can capture all the feedback in one go,
avoiding duplication.
Individual review
The document, questionnaire or
deliverable is sent to all reviewers/
participants and they complete the
activity, capturing answers/comments,
and return the response to the author.
Use an Independent
Quality Auditor
The role of an Independent Quality
Auditor is required as part of the
Quality Management stream. This
should be assigned to an experienced
Capgemini person who is not directly
connected to the project. By doing
so, the Independent Quality Auditor
will be able to form an objective view
following previous involvement in
other audits, compliance checks and
project reviews. The Independent
Quality Auditor will work closely with
the Delivery Manager and Engagement
Manager and is able to offer advice and
guidance where issues arise.
Watch for Warning Signals
The Engagement Manager can use
checklists to identify problem areas
in a project, based on experience
acquired in other, similar projects.
Going through a warning signals
checklist could indicate the need
for a Project Review which would
then identify the problem areas and
corrective actions needed to get the
project back on track.
Keep an Open Mindset
Any audit/review should always be
conducted in a manner that promotes
open dialogue, critical analysis, and
collaborative risk mitigation action
plans. A successful audit/review is
one with independent and objective
opinions that can further promote the
success of the project.
General Guidance
An Independent
Quality Auditor will
work closely with the
Delivery Manager and
Engagement Manager
to offer advice and
guidance where
issues arise
183
It is the responsibility of every
team member to follow the Quality
Management Procedures and achieve
the Quality Objectives dened for
the project.
Engagement Manager

Dene the Quality Objectives
and Quality Management Procedures

Agree Quality Objectives and
the Client

Dene scope and conduct
Project Compliance Review

Project Review

Prepare for and support
Project Audit

Work with the Delivery Manager,
Offshore Project Manager and
Independent Quality Manager to
identify process improvements

Implement recommendations,
improvements and actions
resulting from audits and reviews

Handover Quality Management and
any open issues/defects
at the end of the project.
Project Manager to:

to jointly dene the Quality

Ensure Quality Management
Procedures are being applied by
the offshore team and that relevant
Quality Objectives are being achieved

deliverable reviews

Support any project reviews/audits
taking place

Implement any corrective actions
and improvements as identied for
the offshore team

to identify improvements to the
quality process and procedures.
Independent Quality Auditor
Independent Quality Auditor to:

Project Audit

Produce Project Audit Report
and recommendations

Work with Engagement Manager
and Delivery Manager to ensure
Quality Objectives are being
achieved

Advise Engagement Manager
on ways to improve quality
on the project.
Client


Support and participate in project
audits and reviews

Provide feedback on the audit/
review reports.
Project Manager to:


audits and reviews

Provide feedback on audit/review
reports.
Delivery Manager


Ensure project reviews and audits
are carried out as per plan

audits and reviews

Provide feedback on audit/review
reports

Ensure an action plan is produced
to address all issues arising from the
audits/reviews

Ensure the action plan is followed
up and managed by the Engagement
Manager.
It is the responsibility of the Project
Team Members to:

Review, understand and apply the

Achieve Quality Objectives and
comply with quality review schedule

Conduct deliverable reviews

Support the various project
reviews and audits Audits as
appropriate

Provide feedback on Quality
Quality Management is linked to all
other streams within UPM. It sits
across all the other areas providing
the criteria and standards against
which the quality of the other
streams processes and procedures
will be measured.
In particular, it is linked closely to
the following streams:

to contain or refer to the Quality
Management procedures. The PGP
will also dene the contractual
deliverables which will be
reviewed using Quality

covers all project issues, including
issues with the Quality Management
process and with the project
deliverables.

The Change Control stream
includes changes to project
management processes and
procedures. If changes are required
to the Quality Management stream
they should be managed using
Change Control.

Management stream covers
monitoring client satisfaction which
is one of the criteria for project
success. The Quality Management
procedures will ensure that dened
procedures are being followed
which in turn should lead to
client satisfaction.
internal use only.
184 Quality Management
Knowledge Management
This document contains guidance on how to implement Knowledge
Management on a project. It covers accessing existing knowledge
from the Capgemini knowledge repositories as well as preparing
project knowledge for potential future re-use and contributing this
to the appropriate knowledge repositories.
C
h
a
n
g
e

C
o
n
t
r
o
l

Q
u
a
l
i
t
y

M
a
n
a
g
e
m
e
n
t
C
o
m
m
u
n
i
c
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
C
o
n
g
u
r
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
I
n
f
r
a
s
t
r
u
c
t
u
r
e

M
a
n
a
g
e
m
e
n
t
K
n
o
w
l
e
d
g
e

M
a
n
a
g
e
m
e
n
t
P
r
o
j
e
c
t

G
o
v
e
r
n
a
n
c
e
R
e
s
o
u
r
c
e

M
a
n
a
g
e
m
e
n
t
R
i
s
k

M
a
n
a
g
e
m
e
n
t
S
c
o
p
e

&

R
e
q
u
i
r
e
m
e
n
t
s
M
a
n
a
g
e
m
e
n
t
I
s
s
u
e

M
a
n
a
g
e
m
e
n
t
S
u
p
p
l
i
e
r

&

P
r
o
c
u
r
e
m
e
n
t

M
a
n
a
g
e
m
e
n
t
P
l
a
n
n
i
n
g

&

F
i
n
a
n
c
i
a
l

M
a
n
a
g
e
m
e
n
t
C
l
i
e
n
t

R
e
l
a
t
i
o
n
s
h
i
p
M
a
n
a
g
e
m
e
n
t
DELIVER
TM
This document gives
guidance on how to
process and share
knowledge, both
within the project and
in relation with other,
completed or current
projects. It should
be read and used in
the Unifed Project
Management method.
What is Knowledge
Management?
Knowledge is one of Capgeminis most
valuable assets. It forms the basis of
what we sell. We win deals based
on our capability to deliver and our
ability to show that we have delivered
successfully in the past. Knowledge
Management consists of harnessing
and using the companys collective
knowledge and is one of our key goals.
A standard denition of Knowledge
Management is as follows: Knowledge
Management is about using the
intellectual assets of enterprises
more effectively in order to improve
operational capability, and enable
innovation and growth. Knowledge
Management can enable enterprises
to tap into their intellectual assets
and deploy them against business
goals to drive better collaboration
and information sharing. This will
lead to improved customer service,
more efcient internal and external
processes, and the ability to use
existing experience and best practices
on new opportunities.
The following is a denition of some
of the key terms used as part of
Knowledge Management.
Deliverable
An aggregation of interrelated
products, approved by the project
sponsor, that organizes project
information, documents project
results, or contributes to the
achievement of project objectives
(e.g., requirements specication,
project management infrastructure,
enterprise strategy model, working
application system).
Knowledge
What a person has to know to
perform a task.
Project knowledge repository
The set of all information that is
collected during the course
of a project.
Knowledge coordination
The collection of all the tasks involved
in building a knowledge repository
with high data integrity.
Knowledge coordinator
A role on the project team responsible
for resolving knowledge object
issues and maintaining the integrity
and consistency of the knowledge
repository. He or she manages
the information that is captured
and generated in a project. Tasks
include storing and retrieving
information, determining standards
for the information captured during
the project and verifying that its
deliverables match those standards.
Knowledge object
An entity in the information model
of a knowledge repository.
From a Capgemini point of view,
knowledge is key to how projects
are managed and is therefore a
fundamental part of setting up and
running a Capgemini project. Before
starting a new project a team needs to
learn about what has gone before and
to make sure it has all the information
it needs to complete the task. Similarly,
the team needs to learn as work
progresses and capture what has been
learned. But most importantly, after
the work has nished, the team needs
to share what has been learned with
the rest of the business so that they too
might use and benet from what has
gone before.
Only when Knowledge Management
becomes part of what we do and is no
longer seen as an additional task will
we really start to reap the benets of
what others have to offer.
Knowledge Management 186
Introduction
187
Why is Knowledge Management
Important on a Project?
Knowledge Management is often
seen as secondary activity on projects.
Gathering and creating knowledge
objects and uploading them to the
Capgemini knowledge repositories
to be reused by other teams can seem
like an overhead and a burden on
a busy team. However, we have all
appreciated the time saved when
we manage to nd the perfect
template or a great example of a
document completed for a previous
project that saves us from having to
create one from scratch. Knowledge
is a valuable asset made even more
so when it is shared.
One of the things that give
Capgemini a competitive advantage
over individual contractors and
smaller consulting rms is the fact
that the skills and experience of
our consultants is backed-up and
enhanced by the extensive Capgemini
knowledge repositories. All consultants
have access to a global network of
material that has been collected from
the thousands of projects, programmes
and consulting assignments that have
been completed.
This allows people to access best
practice, templates and examples of
similar work which in turn saves time
and provides access to the wisdom and
experience of people who have done
the work before. All this can only be
achieved by implementing a detailed
and comprehensive company-wide
knowledge management strategy. Part
of that strategy requires knowledge to
be managed at a project level. This will
identify how the project will create
and manage the project knowledge
repository and how knowledge will
be used from external sources as
well as how it will be fed back to the
Capgemini knowledge repositories.
The appropriate use of Knowledge
Management in a project can
signicantly impact the productivity
not only of the project itself, but also
those future projects that might be
able to leverage the knowledge gained
during the engagement. Reuse of
appropriately codied knowledge from
enables project teams to develop
solutions more consistently, more
reliably, and quicker and to increase
the quality of results.
The project knowledge management
process includes management of
the repositories of project les and
approved deliverables, presentations,
reports and other communications.
An important aspect of Knowledge
Management is the project reference
information in form of an engagement
prole. The Engagement Manager
must ensure that the engagement
prole is always up-to-date and
uploaded to the Capgemini
knowledge repositories.
It is important to have good
Knowledge Management procedures
on a project to ensure that team
members can share and gain access to
the project information as required.
It will also ensure that effective
knowledge transfer happens at
appropriate times on the project, i.e.
when a role nishes and the team
member leaves the project or moves
on to another role, or when a team
member rotates off the project and is
replaced by another.
At the end of the project, the project
knowledge in form of the Project
Repository is transferred to the
person who will be responsible for
maintaining the delivered product
into operation (usually the service
manager). The Engagement Manager
will identify any knowledge from
the Project Repository that could
be used as best practice and submit
this to the Capgemini knowledge
repositories. Any experience gained
that can be reused in other projects
will also be captured and transferred
to the business unit knowledge
manager together with improvement
recommendations for the knowledge
management procedures, if any
were identied.
Without clear procedures valuable
knowledge would be lost and time
wasted regaining it or recreating work.
We have all appreciated
the time saved when
we manage to fnd the
perfect template or
a great example of a
document completed for
a previous project that
saves us from having to
create one from scratch
14.01 Initiate Knowledge
Management
Activity Summary
In the start-up phase of the project
dene the Knowledge Management
Procedures, any Knowledge
Management Tools, the types of
knowledge repositories to be used and
project team access requirements to
the repositories.
The procedures should dene
productivity goals and KPIs. These
should be measurable to support
effective reporting and could include:

Targets for producing reusable
objects from project output
and deliverables

Target for producing knowledge
objects, i.e. Engagement Prole

Target for reusing material from
the Capgemini knowledge
repositories, e.g. document
templates.
One of the key knowledge documents
that should be produced for every
project is the Engagement Prole.
This contains reference information
about the project including nancials,
project size, client, the type of project,
business area and a summary of the
problem and solution delivered. This
information is then used by bid teams
and sales teams. The Engagement
Manager should create the prole at
the start of the project and update it
periodically. A template for the prole
can be found in the templates
section of UPM.
Key Steps

Dene Knowledge

Identify targets for reuse and
producing knowledge objects

Communicate the Knowledge
Management Procedures to
the project team

Produce the rst draft of the
Engagement Prole.
Tips for Success
Review Capgemini repositories
for documents and other
material that could be used
on the project
When identifying useful knowledge
that could be reused by the project,
consider document, report and
procedure templates, checklists, plan
templates, default models and output
material from similar projects. If team
members require training on the
project there may be material available
to create self study modules or existing
computer based training.
Review the contract to identify
potential knowledge that can
be reused
When identifying the types of
knowledge that could be reused from
the project it is useful to look at the
deliverables list, the statement of work,
the contract, any design documents,
reports and procedure documents etc.
Care must be taken with regards to
any security restrictions that
could apply.
Knowledge Management Process
Start-Up Phase
14.01 Initiate
Knowledge
Management
Execution Phase
14.02 Monitor
Knowledge Benets
14.03 Manage
Knowledge
Close-Down Phase
14.04 Complete
Knowledge
Management
The Knowledge
Management stream
summary of each UPM
tips for success.
There are two main aspects to
knowledge management on a project.
The rst is maintaining and sharing
knowledge within the project team.
This involves ensuring that the team
members have access to up to date
project information, useful reference
material and other background
information. The second is identifying
and preparing project knowledge
so that it can be uploaded to the
and reused by other projects.
189
14.02 Monitor Knowledge
Benefts
Activity Summary
determine the value gained through
reuse of existing knowledge objects
and to ensure that all objects
submitted have been through the
validation process.
Using information provided by the
project team members the Engagement
Manager can validate the reuse
assumptions in the Start-up phase
when the objectives and KPIs were set.
They should report against the KPIs.
This information might be helpful
for the future development of reuse
assumptions. If expected reuse rates
are not being achieved, immediate
corrective action might be required.
check all knowledge objects identied
for reuse before they are submitted
to the Capgemini knowledge
repositories. Care should be taken
over specic client references and
potential restricted or sensitive
client information.
Key Steps

Review the reuse assumptions
against the actual reuse on
the project

Capture reuse statistics and
identify actions required if
benets are not being achieved

Review potential knowledge
identied for submission to
the knowledge repositories

Submit project knowledge
following review.
Tips for Success
Publicise knowledge
goals and KPIs
Knowledge reuse and creation is
everyones responsibility so it is
important that all team members are
aware of the goals and expectations. It
often seems a lot of effort to check for
existing material but reusing will help
create best practice documents that will
save time and improve consistency so
the Engagement Manager should be
clear in setting and reviewing goals.
Track and publicise reuse as
well as knowledge capture
Reusing knowledge from the Capgemini
and other repositories is as important
as capturing and submitting new
knowledge objects. The KPIs should
include tracking information searches
and reuse as well as the number of
knowledge objects submitted by the
project team. The Engagement Manager
should publicise the level of reuse and
the performance against the KPIs to
encourage team members take an active
role in knowledge management.
14.03 Manage Knowledge
Activity Summary
The Engagement Manager
should check that the Knowledge
Management Procedures are being
followed and that team members are
identifying and submitting knowledge
objects as well as making use of the
Capgemini and other repositories and
identifying objects that are reusable on
the project.
ensure that the Engagement Prole
is updated on a periodic basis and
should submit it for reuse by sales
and bid teams.
Knowledge reuse and
creation is everyones
responsibility so it
is important that all
team members are
aware of the goals and
expectations
Periodically the Engagement Manager
should initiate a knowledge capture
exercise where team members
collect, organise and package project
deliverables for potential future reuse.
check the items before authorising
them for submission. Submitting an
object involves writing a brief
abstract and categorising it in
the Group taxonomy.
Reuse of appropriate knowledge from
the Capgemini knowledge repositories
enables project teams to do their
jobs more reliably, quicker and more
consistently as well as increasing the
quality of results. The Engagement
Manager needs to track whether
this happening on the project. The
Knowledge Management Procedures
should specify how team members
capture and report reuse statistics. It
is important to track the rate of reuse
on a project and whether it matches
initial expectations. If the reuse
objectives are not being achieved then
the Engagement Manager may have to
initiate corrective actions.
There may be valid reasons why
reuse objectives are not being met.
Sometimes the amount of rework or
tailoring required will require more
effort than it is worth. The project
team members should assess whether
reuse is appropriate and feed back
the information to the Engagement
Manager who can track this against
the KPIs and objectives.
Key Steps

Check Knowledge Management
Procedures are being followed

Identify corrective actions

Update the Engagement Prole
when more information is known

Review reuse statistics

Initiate knowledge capture exercise

Review submissions and submit to
knowledge repositories.
Tips for Success
Encourage the team member
to reuse existing knowledge as
well as submit new items
It is better to rene an existing
knowledge item than create a
new similar one.
Make knowledge management
part of the routine
If the team get into the habit of
searching for existing knowledge and
submitting new knowledge items, it
will encourage others to do the same.
Ensure that people are aware
and actually capture their reuse
of knowledge objects
People will often access knowledge
repositories and reuse knowledge
without realising it. The Engagement
Manager should encourage people to
be more aware of when the search for
knowledge and recognise how useful
it is to nd what you were looking
for. This will encourage people to take
time to submit items for reuse.
14.04 Complete Knowledge
Management
Activity Summary
At the end of the project, the project
knowledge in the form of the Project
Repository is transferred to the
person who will be responsible for
maintaining the delivered product
(usually the service manager). The
Project Manager will also collate the
experience, lessons learned, templates
and best practice gained that can be
reused in other projects and transfer
this information to the business unit
knowledge manager together with
improvement recommendations for
Knowledge Management Procedures,
if any were identied.
An important aspect of Knowledge
Management is the reference
information about the project in form
of the Engagement Prole. This must
be completed and a nal version
uploaded to the Capgemini knowledge
repositories. Where possible the
Engagement Manager should obtain
client approval for the use of the
reference. A reference is far more
powerful when the Client is happy
for their name to be quoted.
Key Steps

Hand over the Project Repository

Collate lessons learnt and project
material that could be reused

Review the project material and
submit to the knowledge repositories

Produce and submit a nal version
of the Engagement Prole

Obtain reference approval and
quotes from Client.
Tips for Success
Ensure knowledge is in reusable
format before submitting
Before submitting knowledge it should
be sanitised/cleansed to ensure that
the client name and references to
the project are removed from the
knowledge object. This is important
if there is sensitive information that
should not be shown to other clients.
Projects are frequently bound by
security rules and non-disclosure
agreements so it is important that
the Engagement Manager reviews
all knowledge objects and is clear
about what is allowed to be reused
from the project.
Knowledge Management Process
191
Engagement knowledge
management tools
Knowledge Management involves the
sharing of project documentation and
information across the whole project
team. It is best performed using a tool
or having some other repository:

TeamForge/CoCoNet is a centrally
hosted and operated collaborative
portal. It is a secure, web-based
application for managing distributed
delivery. It can be accessed by any
authorised user with a standards-
compliant browser. TeamForge
includes integrated management
tools, secure access controls, a real-
time dashboard and exible best
practices guidelines. The result is an
on-line environment that improves
distributed development efciency
while providing visibility and control
over projects, resources and issues.

A TeamRoom can be set up for
the project with access granted to
the project team members. Here
knowledge can be shared across
the team or submitted as proposed
knowledge objects for review. The
project team can also use this tool
for communications.

Shared storage area for the project
team. If working on a client network
it may not be possible to access the
Capgemini network. Setting up a
shared area on the client network
where project information is
accessible is useful. Care needs to be
taken that this information is kept
up to date if it is not the sole source.
Capgemini knowledge
management platform
Within Capgemini the main
knowledge repository is KM 2.0.
It operates using a search engine
powered by Google that will
provide access to relevant sources
of information according to the
search request.
There are a number of ways to access
knowledge directly:

Through the Delivery portal,
which provides access to the
Capgemini methods covering
sales, management, CS, TS and
OS processes

KM2.0 Communities Intranet
pages set up for specic groups
providing access to relevant
knowledge objects and contact
points

KM 2.0 Forums Joining a forum
enables people to seek answers to
specic questions or browse to see if
the question and answer are already
provided

KM 2.0 Blogs Creating a blog
post is another way of posting or
requesting information

Wiki A wiki is a collection of web
pages designed to enable anyone
who accesses it to add or modify
content. The Capgemini Wiki is
a platform for communication
and collaboration within the
company. The Capgemini Wiki uses
MediaWiki technology, as used for
Wikipedia. Anyone can create or
edit Wiki content

Yammer Capgemini has a micro-
blogging site hosted by Yammer,
but only for Capgemini staff. Once
registered the user selects to join
groups or can set up a group and
share or request information.
Tools to Support Knowledge Management
General Guidance
Knowledge Champions
It is often easier for the team members
writing the documents or working on
the development to identify potential
reusable objects than it is for the
Engagement Manager. So to help and
support the stream the Engagement
Manager could identify Knowledge
Champions across the project
team. These team members would
take responsibility for knowledge
management tasks within their specic
area or team. They can be assigned to
coordinate periodic knowledge capture
exercises and could help communicate
knowledge activity across the team.
They can also gather information
and feedback regarding the use of
the procedures, rates of reuse and
number of potential knowledge objects
identied. This will facilitate the task
of tracking and reporting against the
knowledge KPIs and objectives.
A Little and Often
Knowledge capture should not be left
until the end of the project when most
people have already rolled off and the
remaining few are busy with other
closedown activities and handover.
Regular knowledge sharing and
knowledge capture sessions should be
held throughout the project lifecycle
and particularly at key milestones
when moving on to the next phase
in the development. These sessions
should involve both onshore and
offshore team members.
Create Engagement Profle
Early on
Create the Engagement Prole at the
beginning of the project and include
as much detail as possible. This will
make it easier to update when new
information is available and to produce
the nal version at the end
of the project.
Share the Responsibility
Ensure that everyone understands
that knowledge management is a
team responsibility. The knowledge
objectives and KPIs should be
shared and progress against them
communicated to the team. Assigning
knowledge champions on the team
will help to keep the message going
Encourage Reuse
Searching for reusable knowledge can
often seem to take up more effort than
creating a document from scratch but
this will result in a number of very
similar knowledge objects on the
rather than single a best practice object
that has been continuously rened by
the people who have reused it. Reuse
will encourage consistency, save time
and improve quality and productivity.
Encourage, Recognise and
Reward Knowledge Sharing
Success stories are the most
effective way to promote knowledge
management within Capgemini. By
publicising knowledge management
successes and recognising the
knowledge activities of others, we can
encourage similar activities in the rest
of the project and Capgemini generally.
Another way to encourage knowledge
sharing is by setting it as an objective
within the Assignment Appraisal
objectives of the team members.
Recognising peoples investment of
time on knowledge management
activities demonstrates that it is
something valued by the
Engagement Manager.
Foster the Culture of Reuse
throughout the Project
Offshore Project Manager should
constantly encourage both teams to
create re-usable artifacts (design, code,
test cases, etc.), make sure that
the domain knowledge gained is
documented, collect lessons learnt and
good practices, and make all of those
available in the Capgemini knowledge
repositories.
Identify and Fill Knowledge Gaps
as the Project Goes Along
Creating assets just to achieve an
objective or to tick a box does not
necessarily add value to the sea of
knowledge that people dive into
when looking for relevant knowledge.
Capturing too much information can
sometimes be as much a problem as
not capturing any.
ensure that knowledge management
activity is focused on useful assets
that will add value to other similar
engagements. If as part of the project
activities a particular knowledge gap
has been identied by the team (e.g.
a topic on which there is no existing
knowledge or lessons learnt but where
such knowledge would have been very
useful) then the Engagement Manager
should encourage the team to record
the lessons learnt on that topic as
part of their work and ensure that the
knowledge is captured and submitted
to the Capgemini knowledge
repositories.
Identify Specifc Knowledge
Capture Points on the Project
Potential knowledge assets may
be created at a number of points
during the lifecycle of a project. The
Engagement Manager should identify
these main points at the beginning of
the project and schedule a knowledge
capture exercise to happen at the
same time. This will ensure the
key information and experience is
captured and submitted.
All Project Team Members are
responsible for:

Identifying potential knowledge
objects that could be suitable for
future reuse

Accessing the Capgemini knowledge
repositories for material that can be
reused on the project.
Engagement Manager
Engagement Manager to:

Dene the Knowledge

Monitor the rate of reuse and
knowledge object submissions
and track against the KPIs

Motivate the team to capture
and reuse knowledge

Report against KPIs and
knowledge objectives

Initiate corrective actions as required

Create, maintain and submit the
Engagement Prole.
Project Manager to support the
Engagement Manager with the
Knowledge Management tasks
specic to the offshore project
team. They should:

Ensure the offshore project team
members understand the Knowledge

Encourage reuse and knowledge
capture within the team.
Client
The Client may be requested to:

Authorise the use of the client
name in the Engagement Prole

Provide feedback and quotes on
Capgemini performance

Obtain required senior client
authorisation for the use of
quotes and references.
Delivery Manager
Delivery Manager to:

Support the Engagement
Manager with Knowledge
Management activities

Advise the Engagement Manager
on how to make improvements
to the procedures

Monitor that the Engagement Prole
has been completed and submitted.
193
193
Assigning knowledge champions on the team
will help to foster a knowledge sharing attitude
Knowledge Management is relevant to
all other streams within UPM as there
will be both reuse and knowledge
capture opportunities in all areas
across the project streams and within
the development teams. In particular
there are links with the following
streams:

stream will be used to identify
ways to publicise the knowledge
management activities across the
project team. This can be done by
either incorporating updates into
regular progress reports or creating
a specic knowledge management
communication. The Engagement
Manager will capture this within the
Communication stream procedures.

will dene the PGP which will set
out the Knowledge Management
Procedures.
internal use only.

Engagement Manager Handbook

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Engagement Manager Handbook

Uploaded by

Copyright:

Available Formats

The Engagement

Any required change to the

Any required change to a deliverable

Any business issue where the impact

Any change or addition to any

The executive sponsor and steering

Potential impact to the project is

Agreement is reached on change

Change is nally approved and

To provide a process to manage

To formally record and document

To evaluate the potential (and actual)

To ensure that the appropriate

To keep the Client and all involved

To maintain a clear view of the

To monitor and control the amount

The management of changes

Escalation of those changes which

The relationship between Capgemini

Determine whether Change Control

Review, tailor and document Change

Select Change Control Tools

Issue Change Control Procedures

Identify all changes on the project

Assess what needs to done to deliver

Obtain approval (or rejection) of

Formally document the approvals

Identify and document change

Record Change Request within

Assess impact of change

Review and approve proposed

Agree (or reject) Change Request as

Document decision about the

Amend Project Plan to take account

Track changes on a regular basis

Ensure the Change Control process

Follow up any anomalies

Escalate Change Requests as

Produce Change Control Status

Carry out a nal review of

Ensure the Change Log is fully

Ensure that all lessons learned

Discuss and agree lessons learned

Handover Change Process and

Make sure outstanding changes

Produce Change Control

Date Last Status Change

Change Implementation Actions

Related Change Requests

Cost for Client

Target Implementation Date

Actual Implementation Date

Not wanting to spoil a relationship

Pressure from the Account Manager,

Not wanting to anger a Client

Not wanting to raise an ordinary

Raise changes and document them

Assess the impact of changes,

Report on the progress of assessment

Ensure all changes are identied

Submit changes to project

Assign changes to the relevant

Use change control when additional