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

1. Content UNCLASSIFIED Introduction 1.1 Background/Overview
1.2 Purpose, Objectives and Deliverables
1.3 Stakeholders/users
Project Performance Hub Set Up
(if using a “war room”)
2.1 A Standard Information Layout
2.2 A Standard Room Layout
Standard Template Guidance: People
3.1 Team Charter
3.2 Team Barometer
3.3 Skills Matrix
3.4 Team Contacts
3.5 Team Meeting Clocks
3.6 Team Meeting Agendas – Daily and Weekly
Standard Template Guidance: Processes
4.1 Project Charter
4.2 Stakeholder Map
4.3 Comms Plan (internal)
4.4 Comms Plan (external)
4.5 3C
4.6 Risk Log
4.7 Success Register
4.8 Supplier Relationship Barometer
4.9 Project TIP
4.10 Daily Tasks
4.11 Weekly Planner
Standard Template Guidance: Performance
5.1 Supplier Interest Tracker
5.2 Supplier De-selection Register
5.3 KPIs
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2. 1. Introduction
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3. 1.1 Background/Overview
Visual Management Visual Management is used in a Lean environment to make the status and performance of a work area immediately obvious, both to those working in the process, and to those managing the process. The test of good Visual Management is that a visitor to the work area should be able to pick up the progress and issues in the work area, without having to ask. This is the Visual Management pack for the Project Performance Hub to aid the team in managing the project. It is intended to give you specific guidance and recommendations on how to set up a room or display or a virtual hub and to provide a set of Visual Management templates that can be used to manage the project. When using this pack you should apply your professional judgement to decide which templates can usefully be deployed and/or customised to meet your needs.
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4. 1.1 Background/Overview Project Performance Hub
A performance hub can take a number of forms ranging from:
A dedicated “war room”
A display board or boards
A set of shared documents that are reviewed electronically by a team over split locations
The approach that you select is likely to depend on:
The scale and nature of the project
The size and location of the team
A project performance hub should be established during the mobilisation phase (ref SOP 2.2) and maintained throughout the duration of the project. The hub will consist of a selection of the templates outlined in this pack enabling the team to apply visual control to drive progress and to communicate to key stakeholders what is happening and where in the process the project is.
Related Documents
Value stream map
Standard template library
SOP 2.2
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5. 1.2 Purpose, Objectives and Deliverables
The sourcing team is set up for success and all associated stakeholders are clear about the requirements of the project.
Objectives
To effectively and visibly monitor and manage the procurement
To highlight potential risks, issues and concerns and aid in resolution of these
To monitor Project KPIs
To provide information to stakeholders
Deliverables
A range of documents that set out the` what `why` `when` and `how` of the project along with key performance measures. These documents are live, displayed on the walls of a room, on display boards or in a shared electronic file store and are used inform the content of team meetings and communication to key stakeholders.

6. Project Performance Hub
1.3 Users
Project Performance Hub
Owner: Project Lead
Procurement
Team
Legal/Finance
Manager
Contract
Project
SRO
Business
User
End
Other Stakeholders

7. 2. Project Performance Hub A standard room set up If you are planning to use a dedicated room the following is a guide as to how the room could be set up and how the information could be structured. The document structure may also apply to setting up display boards.
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8. 2.1 A Recommended Standard Information Layout
Inputs
Outputs
Processes
Team Charter A4
Standard Template #28
Skills Matrix
Standard Template #20
Team Meeting Clocks
Standard Template #30
Comms Plan (Internal)
Standard Template #6
Project Charter A3
Standard Template #15
KPI Charts – see KPI Pack & Project Specific
Team Barometer
Standard Template #27
Team Contacts
Standard Template #29
Team Meeting Agendas
Standard Template #9 & 32
Stakeholder Map
Standard Template #21
Comms Plan (External)
Standard Template #5
Supplier Interest Tracker
Standard Template #14
Project TIP A0
Standard Template #17
Daily Tasks
Flip Chart
Standard Template #8 3C
Standard Template #1
Risk Log
Standard Template #19
Success Register
Standard Template #22
Supplier Relationship Barometer
Standard Template #25
Weekly Planner
Standard Template #31
Supplier De-selection Register
Standard Template #23

9. 2.2 A Recommended Standard Room Layout
Tables
Wall Space
Chairs
Note: You may also require WIFI, Videoconferencing and IT Functionality
Wall Space
Telecon Facilities

10. Standard Template Guidance
A set of standard templates has been developed to help establish a performance hub. When using this pack you should apply your professional judgement to decide which templates can usefully be deployed and/or customised to meet your needs. Where you have similar documents e.g. corporate risk register, you can use these instead of the templates in this pack.
This guidance has been designed to enable the user to attain a good understanding of how to use, populate and display the visual management templates, as well as their benefits, how frequently they could be reviewed and updated and who might be responsible for the data.
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11. 3. People related template guidance
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12. 3.1 Team Charter Benefits How to use
Helps the team to “get off on the right foot.”
Creates an open and supportive environment.
Can be useful in the management of confrontation & conflict should it arise.
How to use
Once populated secure on the wall or board or save in shared file store.
Complete a brainstorming session with the team asking them to identify the actions and behaviours that they will and wont do.
Complete a round robin to attain that all are happy with the actions and behaviours put forward by the team.
Once agreed populate the 4 sections of the charter. 1 2
What we will do
What we won’t do
How we will behave
How we won’t behave 3 4
Users
Project lead
Project team
Owner
Hub data manager
Frequency of review
As required
Audience
Project team
Project SRO
Key stakeholders
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13. 3.2 Team Barometer Benefits How to use
Provides a way of managing stressful situations.
Enables the team to be honest about any negative feelings in a “safe” environment.
Prompts discussion on issues that need management.
How to use
Print copy and display or save in shared file store.
Team members to write their initials on 3 sets of post it notes or to tag with their initials if using electronically.
Calm: How do I feel about the position we are in as a team?
Harmony: How do I feel about the dynamics within the team
Control: Do I feel that as a team we are in control of everything we should and need to be
Each member of the team selects the ranking that best reflects how they are feeling (by sticking the initialled post it notes) for each of the 3 categories 1 2 3
Users
Project lead
Project team
Owner
Hub data manager
Frequency of review
At a weekly team meeting
Audience
Project SRO
Key stakeholders
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14. 3.3 Skills Matrix Benefits How to use
Enables the identification of gaps between current and required levels of skills and capability of individuals within the team and the tracking of capability uplift through the project.
How to use
Identify a member of the team that is best placed to populate the generic fields (1&2) then circulate to the whole team for individual completion of field 3.
Input team members names
Identify the skill requirements throughout the life of the project
All team to plot their planned and actual level for each skill
Description of skill level in numerical order
Cells automatically updated based on the planned and actual results
Chart automatically updates to show % achievement of the plan by level
Print copy and display or save in shared file store. 2 1 3 5 4 6
Owner
Project Lead
Users
Project lead
Project team
Audience
Project SRO
Key stakeholders
Frequency of review
Beginning, mid-point & end of
project
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15. 3.4 Team Contacts Benefits How to use
Easy reference point for phone numbers, mobiles & addresses.
How to use
Populate each field for each member of the team:
Input team members names
Input individual roles within the project
Input landline telephone number
Input mobile number
Input address
Print copy and display or save in shared file store. 1 2 3 4 5
Owner
Hub data manager
Users
Project SRO
Project lead
Project team
Key stakeholders
Frequency of review
Review if there are changes to the team throughout the life of the project
Audience
Key stakeholders
Contract manager
Reps from the business
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16. 3.5 Team Meeting Clocks Benefits How to use
If using a dedicated room or display boards serves as a visual reminder and can inform stakeholders when the team is likely to be unavailable.
How to use
Print and display
Set the time that the daily meeting is held
Set the time that the weekly team meeting is held and include the day
Daily Meeting
Weekly Meeting 1 2
Owner
Hub data manager
Users
Project SRO
Project team
Key stakeholders
Frequency of review
Reviewed if changes are made to the meeting time/day
Audience
Key stakeholders
Contract Manager
Reps from the business
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17. 3.6 Daily Team Meeting Agenda
Benefits
Serves as a reminder of what needs to be covered in daily meetings/catch ups.
Enables others to join meetings easily and to understand the format.
How to use
Print copy and display or save in shared file store.
Input the location of the daily meetings i.e. Project performance hub/telecon details
Input the timing of the meeting
Standard agenda items to be discussed
Who should attend the meeting
Identify who will be inputting to the meeting content
Meeting rules including the behaviours that everyone should adhere to.
Documents to be reviewed during the meetings: 1 2 4 3 5
Resources (via the tip)
Stakeholder meetings – confirm and add where applicable
Daily tasks by exception
3 Cs
Risks
Capture success 6
Owner
To be agreed on a weekly basis
Users
Project lead
Project team
Audience
Project SRO
Key stakeholders
Frequency of review
Daily
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18. 3.6 Weekly Team Meeting Agenda
Benefits
Serves as a reminder of what needs to be covered in daily meetings/catch ups.
Enables others to join meetings easily and to understand the format.
How to use
Print copy and display or save in shared file store.
Input the location of the weekly meetings i.e. Project performance hub
Input the timing of the meeting
Standard agenda items to be discussed
Who should attend the meeting
Identify who will be inputting to the meeting content
Meeting rules including the behaviours that everyone should adhere to.
Documents be updated prior to the meeting for review: 1 2 4 3 5
Team Barometer
Skills Matrix
TIP
Comms. plan
Supplier Barometer
3 Cs
Risks
Supplier
Interest tracker
KPIs 6
Owner
To be agreed on a weekly basis
Users
Project lead
Project team
Audience
Project SRO
Key stakeholders
Frequency of review
Weekly meetings
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19. 4. Process
To ensure successful delivery of the project the objectives, scope and deliverables have to be expressed succinctly. To deliver these, frequent and regular reviews of progress and potential barriers are required.
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20. 4.1 Project Charter Benefits How to use
Helps define the purpose of the team, how it will work, and what the expected outcomes are.
Helps to make sure that the team are clear about where they are heading and provides a reference point when difficulties arise.
How to use
Populate the following areas of the charter at the beginning of the project to define the project governance:
Set out the objectives for the project
Set out the deliverables and milestones that the project should achieve
Insert a copy of the project plan
Outline the scope of the project
Identify the benefits that you are looking to achieve and how you will measure them
List all of the projects key stakeholders
Outline what is out of scope for the project
Identify what you will need to achieve the success of the project
Identify who will be working on the project and whether full time or part time
Obtain approval from SRO and key stakeholders
Print approved charter and display or save in shared file store. 1 2 3 4 5 6 7 8 9
Owner
Hub data manager
Users
Project SRO
Project Team
Key stakeholders
Audience
Key stakeholders
Frequency of review
If there is a change in scope
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21. 4.2 Stakeholder Map Benefits How to use
Helps to capture the interests of all stakeholders, who may affect or be affected by the project
Can identify potential issues that could disrupt the project
Enables identification of groups that should be encouraged to participate in different stages of the project
Aids communication planning & stakeholder management
Helps identify ways to reduce potential negative impacts & manage negative stakeholders
How to use
Create the stakeholder map at the start of the project, with the project team members.
Using post-it notes brainstorm the stakeholders that are likely to be effected by/ interested in the project.
Group those stakeholders into the area of the business they represent.
On a flip chart, place those stakeholders, in terms of seniority or influence over project (whichever is most relevant) with the most senior/ influential towards the centre
Mark on the Post it, whether they should be consulted before changes are made, or whether they need to be informed of changes – this will inform the comms plan.
Use the map as a starting point for documenting the necessary communications, on the comms plan.
Review the map as required, during project progression, in case changing circumstances require other stakeholders to be considered.
Stakeholder Area 2 2
Stakeholder Area 1
Stakeholder Area 3 3 4 3
Jo Bloggs I
Stakeholder Area 4
Owner
Hub data manager
Users
Project Team
Audience
Project SRO
Comms team
Frequency of review
At project initiation, then as required.
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22. 4.3 Communications Plan - Internal
Benefits
Helps the team to set priorities & ensure all stakeholders receive key messages.
How to use
Create the communications plan for those people within the project structure. These people are likely to be project team members/ those reviewing project progress.
From the stakeholder map, identify the people who you wish to communicate to/ with, through the process of the project. You may be able to group stakeholders or create generic names, where they are a group of people e.g. Project team.
Complete the What, describing the nature of the content e.g. Status of project against plan.
Describe the reason for the communication
Describe who is going to be responsible for the communication
Describe the method of communication e.g. Face to Face/ Teleconference
Where the communication is face to face, describe the location.
In the when column, input both the timing of the communication, and the frequency. 2 3 4 1 5 6 7
Owner
Hub data manager
Users
Project Team
Audience
Project SRO
Comms team
Frequency of review
At project initiation, then as required.
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23. 4.4 Communications Plan - External
Benefits
Helps the team to set priorities & ensure all stakeholders receive key messages.
How to use
Create the communications plan for those people, outside of the project structure, you wish to inform of progress, and those you need to consult at key stages.
From the stakeholder map, identify the people who you wish to communicate to/ with, through the process of the project. You may be able to group stakeholders who will require similar levels of communication.
Complete the What, describing the nature of the content e.g. Status of project against plan.
Describe the reason for the communication
Describe who is going to be responsible for the communication
Describe the method of communication e.g. Face to Face/ Teleconference
Where the communication is face to face, describe the location.
In the when column, input both the timing of the communication, and the frequency. 2 3 4 1 5 6 7
Owner
Hub data manager
Users
Project Team
Audience
Project SRO
Comms team
Frequency of review
At project initiation, then as required
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24. 4.5 3Cs 1 2 3 4 5 6 7
Benefits
Enables the monitoring and control of project issues.
How to use
Print copy and display or save in shared file store.
Insert the date that the concern was raised
Highlight the concern
Include the cause for the concern
Highlight the countermeasure for the concern
Who is responsible
Date for review
Status of the concern
Owner
Hub data manager
Users
Project team
Audience
Project lead & Project SRO
Frequency of review
Daily at meeting
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25. 4.6 Risk Log Benefits How to use
Enables the monitoring and control of project issues.
How to use
Print copy and display or save in shared file store.
Record risks in numerical order
Record who raised the risk
Record the date the risk was raised
Record succinct description of the risk
Record the score of the risk by using the matrix (see appendix)
Record a succinct description of the impact of the risk
Record the action required to prevent the risk from becoming an issue
Identify who is responsible for owning the risk
Record when the risk needs to be reviewed
Record the status of the risk i.e. Open or closed 1 3 5 7 9 2 4 6 8 10
Owner
Hub data manager
Users
Project lead
Project team
Audience
Project SRO
Key stakeholders
Frequency of review
At the daily team meeting
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26. 4.7 Success Register Benefits How to use 1 2 3 4
Documents positive feedback & can help to capture best practice and learning.
Can be used to record success for team motivation, upwards reporting and communication to stakeholders.
How to use
During the daily and weekly meeting, record any success that have been achieved, including quotes from stakeholders.
Record the date that the success was registered
Describe the nature of the success
The nature of the success may lend itself to best practice, that people, outside of the immediate team may benefit from. If this is the case, record the action required to share this.
Where step 3 is applicable, record as open, until the best practice has been shared, then mark as closed. Where 3 is not applicable, marked as closed, when the success is registered
Owner
Hub data manager
Users
Project lead
Project team
Audience
Key stakeholders
Project SRO
Frequency of review
As and when successes arise, also during daily/ weekly meetings
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27. 4.8 Supplier Relationship Barometer
Benefits
Where involved in dialogue with suppliers/bidders this helps to stimulate discussion on the progress of the dialogue sessions.
How to use
This template is a display template rather than an electronic template.
Print and display for each supplier attending the Dialogue Boot Camp
Display each one in the Project Performance Hub after Dialogue boot camp
Print 3 sets of starbursts with the suppliers name for each of the suppliers participating in dialogue
After each dialogue session has been completed a member of the project team (involved in the dialogue) selects the ranking that best reflects the supplier throughout the session (by placing the starburst)for each of the 3 categories:
Openness: Shows trust in sharing information which could be deemed as sensitive. Willing to build on alternative approach/suggestions. Open in their logic about the approach
Responsiveness: Quick and effectively responds to requests
Quality of Dialogue: Having an even balance of creating ideas and suggestions, building upon the suggestions, exploring pitfalls of suggestions and facilitation of the conversation 1 2 3
Owner
Hub data manager
Users
Project lead
Project team
Audience
Project SRO
Key stakeholders
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Frequency of review
On a weekly basis

28. 4.9 Team Implementation Plan - TIP
Benefits
Enables easy identification on what is on track or off track enabling the team to identify a recovery plan.
How to use
Populate the following areas of the TIP at the beginning of the project, print copy and secure to the wall or save in shared file store.
Add names of the team that will be using the TIP
Identify dates when the team are not available by marking the relevant box red
Identify each activity required to complete the project
Include the actions/tasks required for each activity shading in the timeline grid
Assign who will lead the action, who will be supporting the lead and when it will be reviewed
Identify the status of the action
Review progress against actions using a red timeline and identify whether you are on track (vertical line) behind schedule (back spike) ahead of schedule (forward spike)
Discuss reason for back spike, capture countermeasure and assign owner 1 2 3 4 4 5 6
Owner
Hub data manager
Audience
Project SRO
Key stakeholders
Users
Project lead
Project team 6
Frequency of review
Weekly at the team meeting
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29. 4.10 Daily tasks Benefits How to use
Helps the team to drive the project forward on a daily basis.
How to use
Template to be drawn on flip chart paper at the beginning of every week or created electronically at the beginning of the project and saved in the shared file store.
Write succinct description of the task required
Use initials to identify the team member that will complete the task
Identify what day the task will be carried out/completed (see 4 for details)
Use the following symbols to identify when a task should be completed and the progress being made:
Blank circle: Task is due
Green circle: Task is completed on time
Red circle: Task not completed
When a task has not been completed on time review with the owner and add a blank circle on the day(s) that it will be completed using an arrow to show that the task will be completed later in the week. 4 1 2 3
Owner
Daily meeting chair
Users
Project lead
Project team
Audience
Project SRO
Key stakeholders
Frequency of review
Daily meeting
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30. 4.11 Weekly Planner Benefits How to use
Helps the team to see which stakeholder meetings are taking place and where.
How to use
Template to be drawn on flip chart paper and fixed to the wall or created electronically at the beginning of the project and saved in the shared file store.
As a team, identify on a weekly basis all planned meetings
Either fill out electronically or using a post it note for each visit/meeting record the follow details and affix the post it note to the relevant day:
Who
Where
Team reps
Time 1
A-nother
Building x
Team reps
11:00
A-nother
Building x
Team reps
11:00
A-nother
Building x
Team reps
11:00 2 2 2
A-nother
Building x
Team reps
11:00 2
Owner
Daily meeting chair
Users
Project lead
Project team
Audience
Project SRO
Key stakeholders
Frequency of review
Daily meeting
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31. 5. Performance
To achieve the required business impact it is important that we understand our measures of success, know how we are performing against these and can understand the reasons for any variation in performance.
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32. 5.1 Overall Supplier Interest Tracker
Benefits
Provides an easy way of tracking the number of suppliers in the process.
How to use
Input details as follows:
No of Suppliers in Process at Industry Boot Camp
No of Suppliers that respond to OJEU Notice
No of Suppliers that are invited to participate in Dialogue or to tender
No of Suppliers in Dialogue Boot Camp Week 1 (Competitive Dialogue (CD))
No of Suppliers in Dialogue Boot Camp Week 2 (CD)
No of Suppliers in Dialogue Boot Camp Week 3 (CD)
No of Suppliers in Dialogue Boot Camp Week 4 (CD)
No of Suppliers in Dialogue Boot Camp Week 5 (CD)
No of Suppliers in Dialogue Boot Camp Week 6 (CD)
No of Suppliers that submit BAFO (CD)
Successful Supplier(s) chosen
Either save electronically or print at each update and display on hub to track the reduction in number of suppliers in the process.
The bar chart will automatically be populated from the data input into the template. 1 2 3 4 5 6 7 81 9 3 10 11
Owner
Performance manager
Users
Project team
Audience
Key stakeholders
Procurement manager
Frequency of review
At end of each de-selection phase
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33. 5.2 Supplier De-Selection Register1 2 3 4 5 6 3
Benefits
An easy reference point for Project SRO and other selected stakeholders.
Note: Commercially confidential information
How to use
Print a blank version and display the template in the project room or create electronically & save in the shared file store.
Areas should be populated as follows:
Owner
Nominated team member
Users
Project team
Frequency of review
As and when required
Audience
Project SRO
Key stakeholders 4
Supplier name
Date supplier deselected
Note whether the supplier self deselected or were deselected by the evaluation team
Note the reason the supplier was deselected
Note any follow up action required by the Procurement Team
Note whether this follow up action is ongoing (open) or completed (closed).
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34. 5.3 Key Performance Indicators
Benefits
A visible way of tracking performance against key indicators identified at the outset of the project.
How to use
Refer to the Lean Procurement Project Key Performance Indicators pack and the KPI calculator.
Use your own KPIs for display if using a dedicated room or display boards. 3
Owner
Performance manager
Users
Project team
Audience
Key stakeholders
Contract Manager
Frequency of review
At end of stage of the sourcing process or when a quality assurance review takes place
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