Cultivating Efficiency and Trust: Unveiling the advantages of Project Management as a Service (PMaaS) over staff augmentation

In today's dynamic business landscape organisations are compelled to navigate complex projects and initiatives. Those seeking external support for managing their programs are presented with two options: Project Management as a Service (PMaaS)  and staff augmentation. When considering an organisational  culture rooted in trust and excellence, the choice becomes crucial. Let's look at why PMaaS emerges as the superior option.

At the core of PMaaS lies an offering that stresses reliability, integrity, and scalability to an organisation's projects and programs. Unlike staff augmentation, where all individual contractors must be assessed and assigned in isolation, assigning a PMaaS provider systematically builds on established standards of execution and steering, and thus consistent delivery. In doing so, PMaaS not only cultivates efficiency but also fosters trust with stakeholders.

PMaaS providers offer a structured and proven project management methodology that serves as a blueprint for success. With standardised processes and best practices in place, clients benefit from streamlined execution and reduced risk of project derailment. This methodology instills confidence in stakeholders, knowing that projects are managed with precision and accountability.

Another advantage of PMaaS is the depth of industry expertise it brings to the table. By partnering with seasoned professionals with extensive domain knowledge, clients gain invaluable insights and guidance tailored to their specific industry challenges. This expertise empowers organisations to navigate complexities effectively and make informed decisions, driving project success.

PMaaS have a strong incentive of sharing knowledge and best practices among resources reducing risks of individual availability and building a reliable team with hands-on experience across diverse projects and industries. Unlike staff augmentation, where turnover and inconsistency may pose obstacles, PMaaS teams offer stability and continuity.

PMaaS offers inherent scalability and flexibility to meet evolving business needs. Whether ramping up resources for a large-scale project or scaling down during quieter periods, PMaaS providers adapt to fluctuating demands with agility. This scalability ensures optimal resource utilisation and cost-efficiency, aligning project management efforts with strategic objectives.

In addition to simplified and more reliable sourcing, turning to a specialised  provider enables organisations to redirect internal resources towards core competencies and strategic initiatives. This focus enables companies to concentrate on driving innovation, enhancing customer experience, and gaining a competitive edge in the market, while leaving project management responsibilities in capable hands. In this regard,  PMaaS offers a distinct advantage over staff augmentation by ensuring that the work is entrusted to a cohesive team operating according to an aligned methodology. This cohesion and standardised approach contribute to smoother project execution and increased reliability, further solidifying the benefits of choosing PMaaS over traditional staff augmentation models.

bpExperts has a long track record of offering PMaaS, with a reliable team and an extensive network of project management and industry experts. We are committed to excellence and ensure that your projects are in capable hands, delivering results that exceed expectations.

Unveiling the Power of Process Due Diligence: Unlocking Potential in Business Transformation and Mergers

In the dynamic landscape of business, two scenarios stand out as pivotal moments for any organisation: embarking on a journey of business transformation with an ERP focus and navigating the complexities of mergers. In both cases, the path to success is laden with challenges and uncertainties. However, there is a powerful tool capable of illuminating the way forward: Process Due Diligence.

Process Due Diligence is not merely a checklist to be ticked off before major organisational shifts; it's a strategic imperative that can drive informed decision-making, optimise operational efficiency, and unlock hidden synergies. Let's delve into two compelling use cases where Process Due Diligence plays a transformative role.

Business Transformation with an ERP Focus

Implementing an ERP system is akin to rewiring the nervous system of an organization. It promises streamlined processes, enhanced visibility, and improved decision-making. However, the journey is fraught with risks ranging from cost overruns to resistance from stakeholders. Here's where Process Due Diligence steps in as a guiding light. By meticulously analysing existing processes, identifying pain points, and aligning them with the capabilities of the chosen ERP solution, organisations can mitigate risks associated with the transformation undertaking and maximize ROI. Process Due Diligence provides a roadmap for seamless transition from old to new ways of working, ensuring that the transformation doesn't disrupt day-to-day operations but rather enhances them.

Mergers: Finding Synergies and Gaps

When two companies merge, it's not just a union of assets and resources; it's a convergence of cultures, ideologies and processes. Amidst the euphoria of consolidation, lies the challenge of harmonising disparate processes and extracting synergies while bridging gaps. Process Due Diligence  offers neutral ground for both entities to assess their respective methodologies objectively. This facilitates a smooth integration by fostering transparency, collaboration, and a shared vision for the future.

A major challenge in conducting Process Due Diligence  is that the input provided by the parties being assessed  (e.g. two companies undergoing a merger)  can vary considerable for instance  different taxonomy, granularity, and scope coverage. This makes the assessment very difficult and time consuming. Therefore we at bpExperts provide a normalised point of reference and a structure approach for conducting a Process Due Diligence.

The anchor points for conducting the assessment are Business drivers and Value drivers based on SCOR strategy framework, Operating Models and E2E scenarios, a functional process library, and capability maps.

As you embark on the transformative journey of business evolution, remember that you're not alone. bpExperts stands ready to support you through every phase of the Process Due Diligence journey. From meticulously analysing your current processes to identifying fits and gaps, designing harmonized processes, and embedding new processes and roles into your organization, we are your trusted partner every step of the way. But our commitment doesn't end there. 

We remain by your side to monitor performance, establish controls, and optimise processes continuously. With our expertise and dedication, we ensure that your organization not only adapts to change but thrives in it. 

How to formulate effective User Requirements?

Coming back to Jochen König's post about the relationship between system quality and requirements management (Why system quality starts with business requirements quality) I would like to add some hands-on examples.

When entering a shoe shop to buy some new ones for a specific purpose, it is advisable to think about desired features, appearance, sustainability or situation to wear beforehand.

However, usually the situation is different. You are entering a shoe shop with your kids, partner or friend giving you advice:

• Take the pink ones with glitter, Mommy, they look great!

• I would take the black ones as they do not look dirty that fast.

• Let's buy pumps instead of running shoes to go out tonight!

And the nightmare takes it course leaving the shoe shop with pink glittery pumps you will not be able to wear in muddy forest for your next training session. To go out at night failed as you are totally tired and just decided to choose the couch for spending the evening.

Sounds quite familiar to my digitization project situations where we usually have not only one business representative to collect and especially formulate requirements but several ones from different departments. In the middle of this, solution architects totally confused, trying to design suggested requirements into the new tool. What a mess, usually ending in a lot of very general or ill-fitting requirements formulated to finally escape from these exhausting workshops.

Ineffective requirement

"I want a button to schedule production so that we can make new material."

We at bpExperts believe this is where applying a clearly defined Business Process Management (BPM) methodology provides guidance throughout the requirement collection sessions and helps visualizing the corresponding discussion points.

A sequence flow in our business scenarios visualizes inter-department or inter-domain interactions where input data from one domain is required to fulfill the subsequent business scenario in another domain. Predecessors and successors are visualized to summarize the flow from end to end.

Pl2P Make-to-order business scenario from Business Flows reference content.

For each specific process an adapted SIPOC (successor - input - process - output - consumer) technique guides finding all elements for formulating effective requirements related to departments & business roles, input and output data, relevant compliance topics, etc., that need to be considered or KPIs that are supposed to be achieved.

SIPOC including compliance relevant topics.

Effective requirement

"As a Production Scheduler, I want to be able to quickly create and schedule planned orders for new product launches in the production planning tool so that we can efficiently meet the market demand within the Make2order scenario and optimize resource utilization. "

Looking at the figures above, you will find it easy to see how the 'effective requirement' references the model and thus provides the context and detail for a 'right first time' solution design and implementation. Where needed, the models also guide business or solution architects in fleshing out further details, e.g. on required data or regulatory boundaries. And maybe most importantly, the model context enables prioritization and sequencing requirements from a business (value) perspective.

In summary, the activities around requirement collection may look costly and time-consuming. However, it enables your team to elaborate about a specific requirement in detail, learning more about the surrounding environment and the end-to-end-flow throughout the company. Especially business representatives in digitization projects get a clear structure to nail down their requirements specifically and reducing the extra effort later during implementation, testing or training when requirements have not met their expectations.

Please get in touch if you want to learn more about process management capabilities to facilitate your requirement engineering.

Why system quality starts with business requirements quality?

Imagine walking into a large sports equipment store, telling the clerk you'd need some sports shoes. You can expect that this level of 'requirement' will not even get you to the right part of the store. Even asking more specifically for running shoes will only take you to a vast set of shelves with models ranging from sprinting spikes to cross-country trail running shoes. It is obvious that formulating specific requirements here is fundamental for being served well. Obviously, an experienced clerk will support you in formulating and refining your requirements by asking the right questions, and having you try on certain models. In the end you will be able to take an educated decision if the offer meets your needs and taste, and budget.

This is the happy path of requirements engineering. But imagine you are yourself uncertain of what you need or exaggerate on your current skill or ambition. In this case you may well end up with shoes of perfect quality but not matching your actual need at all. Likely a waste of money and not fun to run in.

You wonder why formulating and capturing high quality requirements is neglected so often in business transformation projects, especially those involving IT system implementations.

Waterfall and agile frameworks have the tool set to break down high-level user demands into more and more detailed pieces amenable for development and testing. In either case, accurately capturing the user or business need is the pivotal starting point. However, working top down from a set of starting requirements bears the risk of missing out on critical (starting) requirements or insufficient context.

Especially for complex systems, we at bpExperts GmbH believe that a process-centric approach to requirements engineering – founded on high quality process documentation – is the most robust and sustainable to address the concern above. IT systems are meant to support business processes following strategic and operative objectives. Process-centricity promotes and enforces this ensuring that the needs and expectations of all stakeholders are met, leading to higher satisfaction.

Effective Implementation

The clear association of requirements with the supported business process and objectives enables prioritization and focus on the most value-adding features and capabilities. With this it will be easier to formulate a robust, value-oriented and therefore future-proof implementation strategy, and define a development roadmap starting from a first release or minimal viable product to more mature and functionally enhanced subsequent releases.

Efficient Development

Contextualising requirements with the supported business process and anticipated business outcomes enables developer to see the bigger picture and ask the right questions in case information is missing. The more agile the development process, the more important it is to facilitate collaboration and decision making. Process-orientation provides a reliable reference for understanding dependencies and limitations and connects higher and lower level requirements comprehensibly. In a waterfall setting, this approach enables assessing the completeness or requirements (in scope and content) before the actual development start and thus avoids inefficient change requests.

Quality Assurance and Testing

Especially for complex systems, comprehensive testing of all conceivable paths and functionality combinations is hardly possible nor meaningful. Instead, the established practice is to adopt a risk-based approach to testing. For estimating the 'Severity' of a potential impact it is vitally important to connect a requirement to its contribution to the anticipated outcome. Connecting a requirement to the process supports estimating how often a requirement and the resulting capability or feature will be leveraged and thus drive establishing the 'Occurrence' likelihood. This way, well-written and –anchored requirements enable rational and effective test strategies, easily justified during audits.

In summary, just like the fish rots from the head down, low quality requirements are bound to lead to bad quality or ill-fitting systems. They should be worked out and documented as the starting point for any implementation activity. That does not rule out that requirements may need to be refined, sliced and diced on the way but make sure to not trick yourself. "Reverse engineering" requirements for an existing solution is likely not giving the benefits outlined above.

Anchoring requirements to the business process and business objectives, makes writing high quality requirements easier by supporting comprehensiveness and comprehensibility. High-quality business requirements lead to systems that are not only operationally efficient but also strategically aligned with organizational objectives, providing sustainable value.

Please get in touch if you would like to learn more on how to establish and leverage Business Process Management to support your transformation initiative.

Why the transformation project manager should be a business transformation catalyst.

Imagine you want to buy a new kitchen for your flat or house. Who would you trust more to help you get the layout and appliances that will keep you satisfied and happy for years - a designer from a particular manufacturer or an independent, passionate cook?

Despite the fact that every 'digital transformation project' really is a 'business transformation project' the project manager of this transformation will regularly be selected for their IT merits. Of course, there is nothing wrong about a solid technical background. However, I argue that the ability to understand, consolidate and track business needs and requirements, and thus act as a business ally is more important.

In earlier posts my colleague Dr. Russell Gomersall and I already stressed the point of involving business stakeholders and users early in any transformation and making sure to take the business users along through effective change management. Consequently, the Transformation Project Manager should be the guardian of business value and thus is instrumental for keeping the project goal and project execution aligned.

The need to have the Transformation Project Manager as a business ally increases with the size and complexity of the transformation, i.e. the number and diversity of business processes to be considered. The Transformation Project Manager will need to assure the project's focus on what the business needs rather than what has explicitly been requested or what the vendor "always" delivers, 'best practice' or not. The Transformation Project Manager must go beyond project administration and keeping the ball rolling. Below are some aspects worth considering.

Alignment with Business Objectives and Transformation Risks

Since project resources (esp. people, time, and money) are always limited, only understanding the business objective and its relationship to the deliverables will enable actively managing the transformation to provide the best output and value-adding outcome. The Transformation Project Manager does not have to be an expert on the specific business process but be acting as a catalyst for decisions on project priorities within business and technical boundary conditions. He or she would make sure the business need is captured comprehensively and comprehensibly for all parties.

This transparency, supported by clear priorities, is the essential prerequisite of both sequential (waterfall) and agile implementation strategies.  And, you may have guessed that from my background, I am convinced that Business Process Management (BPM) is the discipline that most efficiently facilitates capturing and maintaining the required information and makes sure business and technical teams have a common coordinate system.

Regardless which implementation approach is selected, any larger transformation will have to address (adopt, adapt or fend off) requests for changes along the way. The argument for any response should start with the business value, and then balance it against the related effort (i.e. cost) and timeline impacts. Likewise, project risks should be assessed and acted upon relative to the capability to meet the transformation's business objectives.

Stakeholder and Change Management

Clear, business value-aligned priorities of the transformation are instrumental to answer the two principal questions change management must be able to address: 'What is in it for us?' and 'What is in it for me?'

Understanding the value proposition of the project top-down and bottom-up helps the Transformation Project Manager shaping change management strategies that are convincing rather than persuading. This will be even more important as most project stakeholders, especially when they are active project members will have the transformation assigned to them on top of their regular operational tasks.

Measuring and monitoring the progress and success of transformations all too often is based on what is easy to measure, rather than what is representing the anticipated benefit. Choosing the right metrics is an art that should be performed from a business perspective.

Conclusion

The points above would seem like asking for a kind of project manager super-hero or unicorn that my colleague Dr. Ikemefuna Allen wrote about, understanding all business and IT aspects of the initiative. Instead, I prefer the catalyst analogy, where the Transformation Project Manager supports or creates an environment where business and IT experts can interact and co-create desired outcomes. A solid basis in Business Process Management should always be considered an asset in the Transformation Manager's toolset.

A Transformation Project Manager as a business ally ensures that the project is not just technically successful but also brings value to the business, aligns with its strategic objectives, and is adaptable to its needs. This approach significantly improves the chances of the transformation project being both successful and beneficial to the organization.