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BAPM-CTSL-Workbook-and-prereading-m1.04

Business Acumen for

Business Acumen for Project Management From: To: Sunil Lahary, Monitoring Operations Leader You, the Project Leader As I have told your predecessor numerous times, the project was poorly bid. The Business Development group clearly did not understand the complexity of the monitoring required. My people are doing as well as can be expected, but we can’t do the work with the resources specified in the contract. There’s nothing unusual about the variance. From: To: You, the Project Leader Oliver Evans, Finance Business Partner Oliver, There’s a consistent Monitoring cost variance month after month on this project. Can you tell me any more about it? What’s driving it? Thanks. PL From: To: Oliver Evans, Finance Business Partner You, the Project Leader Interesting. I can’t really tell. This was bid with standard assumptions for the Monitoring visits. While small variances aren’t unusual, the consistent 20% variance is high. You may not be able to see on your statements, but the increase in the Net Pass Through variance is related to Monitoring as well. By the way, we have had a few expense reports rejected because they weren’t filed within the 90 day from incurred requirement in the contract. Best, Oliver From: To: CC: You, the Project Leader Ben Samuels, Director of Business Development Sandra Williams, Project Director Ben, I am the new Project Leader on the Xorra project. I’m trying to understand the current state of the project. Do you have any background that I should understand? I am hoping to understand some variances from the Monitoring group on the project. Is there anything about the client or about the job structure that I should be aware of as I try to help work it out? © 2018 Insight Experience, Inc. 50 Developed for PAREXEL.

Quarter 3 Decision Making From: To: Ben Samuels, Director of Business Development You, the Project Leader The Xorra President tends to be involved in even the smallest details, I have heard she insists on signing off on every monitoring visit to make sure we do our job, although that wasn’t agreed to in the bidding process. I also know our team is very young but I had assumed things were going well since I haven’t heard anything from the PL or the MOL. From: To: You, the Project Leader Singmei Wu, Data Operations Leader Hi, Singmei, I’m trying to make sure I understand what is happening on the Xorra project. The project has some consistent high variances in monitoring costs. Do you have any clues what might be driving that? Thanks. PL From: To: Singmei Wu, Data Operations Leader You, the Project Leader I don’t know, but I can tell you my challenge. My guys are trying to stay within budget, but it is not easy. Here is what happens: I have to follow the project schedule and since it is forecasting five samples per week, I staff to that. Then Monitoring only sends me three samples. I will try and fill in with other work, but often can’t find it at the last minute. When that happens, I watch my staff spend more time on each sample because they have the time. Maybe the same is happening for Monitoring? Just a guess? Good luck. Singmei Your team needs to prepare for a conversation with Sunil. He will come to your team during your Round 3 decision making. One or multiple members of the team can step into the role of General Manager for the conversation. The rest of the team will observe the discussion and offer feedback. The conversation will take 5-6 minutes, after which you will debrief the conversation for another 8-10 minutes. © 2018 Insight Experience, Inc. 51 Developed for PAREXEL.

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