1. © Tesseract Management Systems / Managing by Design / 2002 - 1 Critical Success Factor (CSF) Analysis These slides are intended to help a process or department to identify the Critical Success Factors of their key process(es). The example used in the slides is of a project management function (PM) but the slides can be adapted to reflect any part of an organisation. There is a session plan available to help your understanding of how to use these slides: www.tesseracts.com/Files/CSF_Analysis.doc Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of the website, you know how each slide builds, and you are clear on the points you wish to make with them

2. © Tesseract Management Systems / Managing by Design / 2002 - 2 SCOPE OF PM Project Management Regulatory affairs, Safety, Tox, Clinical Research & NPD Manufacturing, Planning, Order Fulfilment, Sourcing Commercialisation, Direct Markets, Customers, Innovation Specialists Gate Panels & Executive Business Development, 3 rd Parties (Acquisitions & Licences / Suppliers & Raw Materials

3. © Tesseract Management Systems / Managing by Design / 2002 - 3 SCOPE OF PM What are the groups that have boundaries with PM? Customer departments/organisations? Supplier departments/organisations? Departments/organisations that affect us? Departments/organisations that we affect? …?

4. © Tesseract Management Systems / Managing by Design / 2002 - 4 SCOPE OF PM How do responsibilities map out? Write out the specific responsibilities that sit either side of each interface on our map Clearly write each distinct responsibility on a separate post-it note, and stick the note up to reflect where that responsibility rests Where it is not clear where responsibility rests, split down the post-it note until it is clear Ensure we reflect responsibilities for those aspects of our scope that may be under dispute If you cannot agree with colleagues where a post-it should sit, stick a red dot on it

5. © Tesseract Management Systems / Managing by Design / 2002 - 5 EXAMPLE RESPONSIBILITY PHRASES Accurate input to project plan Physical production of project plan Development and coaching of project managers Production and monitoring of project budgets Communication of project status and issues

6. © Tesseract Management Systems / Managing by Design / 2002 - 6 IMPACT OF PM What is success for PM? R&D PM Manuf …? Impact

7. © Tesseract Management Systems / Managing by Design / 2002 - 7 IMPACT OF PM What is success for PM? Identify the specific impact we will need to have across each of our boundaries to be successful Word these impacts as objectives (ensure they are clear & unambiguous) and create pink post it notes and stick them in the areas that the impact will need to take place Read what others are putting up, and reconcile them into a clear picture

8. © Tesseract Management Systems / Managing by Design / 2002 - 8 EXAMPLE IMPACT PHRASES Delivery of projects on time Effective balancing of resource loading Safe product designs Clarity of requirements

9. © Tesseract Management Systems / Managing by Design / 2002 - 9 KEY RESPONSIBILITIES FOR PM What do we have to get right? R&D PM Manuf …? Impact

10. © Tesseract Management Systems / Managing by Design / 2002 - 10 KEY RESPONSIBILITIES FOR PM What do we have to get right? Within the responsibilities of PM, identify those responsibilities that you see as being the most critical to ensuring our impact and success Also identify those responsibilities currently held by others that are critical to our success, and most in need of our influence to ensure they are right From the total list, identify the five that you see as most critical to get right over the next 1-3 years and stick a red dot against them

11. © Tesseract Management Systems / Managing by Design / 2002 - 11 CRITICAL SUCCESS FACTORS What do we need to control? R&D PM Manuf …? Impact CSF

12. © Tesseract Management Systems / Managing by Design / 2002 - 12 EXAMPLE CSF PHRASES Facilitating and challenging the R&D team Ensuring common understanding of project goals Determination of clear roles and responsibilities for the team Development of timely accurate plans

13. © Tesseract Management Systems / Managing by Design / 2002 - 13 CRITICAL SUCCESS FACTORS What do we need to control? Look back at those responsibilities that you see as most critical to get right over the next 1-3 years (those with red dots against them) Consider (particularly for those that are outside of our control) what we need to achieve to ensure those responsibilities will be fulfilled to our satisfaction Write these up clearly and unambiguously on green post-it notes Review what others have written, and where appropriate reconcile your post-it notes

14. © Tesseract Management Systems / Managing by Design / 2002 - 14 WHERE ARE WE NOW? We have a vision We have a map: Our responsibilities Our critical success factors Do we now have sufficient clarity to draw our objectives from these?

15. © Tesseract Management Systems / Managing by Design / 2002 - 15 OBJECTIVES OF PM How do the pink and green post-it notes compare with our existing objectives for PM? What is the reason for any differences? Do we need to add in any further post-it notes? What then are our new objectives for PM? Create an affinity of the pink, green and PM-yellow post-its (and any new ones we have added) Name the groups as clear objectives for PM Do these reflect a practical step toward our vision?