PROJECT BRIEF (PB)

CCC Performance Management

Version: 1.1 Last Updated: September 30 2008

PROJECT NAME CCC Performance Management

PROJECT TYPE Multi-Year / Entreprise-wide / Change Project

PROJECT DIRECTOR Catherine Côté-Kirijian

PROJECT SPONSOR Martin Zablocki, VP, Strategy & Organizational

Development

MOTIVATION/CONTEXT

• Performance Management has been identified as a corporate priority moving forward

by CCC’s Board of Directors. The Corporation needs to strengthen its capacity to
sustain long-term performance excellence to ensure ongoing success in an ever-
changing environment with ever-changing markets. Organizations today can no
longer assume that the capabilities that supported past performance will clinch future
performance.
• Building organizational endurance calls for a greater focus on organizational learning
and agility so as to effectively respond to changes, seize opportunities, change
directions, avoid collisions, and better anticipate and withstand disruptive change.
This is key to thriving in a global environment where accelerated pace of change and
complexity are becoming the norm.
• To achieve ongoing success in the context of this often unpredictable‛ new normal’,
CCC needs :
o to strike an appropriate balance between sound management for short-terms
results with sound management for future success;
o to shift its approach from islands of competencies to a single integrated
framework that simplifies and consolidates CCC’s core management
processes.1
• An integrated high-performance management framework will enable CCC to increase
its effectiveness quotient and better meet the ongoing challenge of effectively
managing for both short and long-term success while ensuring both the current and
future wellbeing of its workforce. It will provide a foundation from which CCC can
engage in greater organizational learning, can become more agile in the face of
1
While each of these processes is equally important on its own, their value is maximized and successful
strategy execution achieved once their inter-dependencies are recognized and leveraged. Much like a
computer hard drive becomes inefficient due to fragmentation, the more fragmented management
processes become, the less value they bring to the organization (Rummler-Brach, 2004)
PB: CCC Performance Management
continuously changing and often unpredictable business environments.
DESCRIPTION
• This project aims to build on CCC’s current performance management approaches and
improve the corporation’s organizational endurance, i.e. its ability to maintain long-term
performance excellence, in a deliberate and systematic way.
• High-level project objectives, outputs and outcomes are as follows:
Objectives Outputs
To increase CCC’s High performance
effectiveness as an management framework
organization that:
• is relevant to the size &
context of the
Corporation
• reinforces the required
level of organizational
learning, agility and
resilience to ensure both
short and long-term
success
To articulate & act upon Blueprint for change that
areas of identifies how to leverage
opportunity/improvement current strengths, & act on
that will accrue CCC’s improvement opportunities
capacity to define & maintain to close significant gaps
performance excellence &
maximize value for effort
To cultivate & entrench a Guiding principles & other
high performance-oriented internal collateral to promote
culture across the high performance along with
Corporation an aligned reward system
PROJECT SCOPE
PB: CCC Performance Management
Version: 1.1
Outcomes
Improved integration, focus
& optimization of effort
leading to stronger definition
& execution of effective
strategies
Stronger understanding &
management of the trade-
offs between current
priorities & internal
continuous improvement
activities required to keep
pace with changing trends &
future success factors
Greater stakeholder
confidence
Improved organizational
effectiveness & longer-term
efficiencies by deriving
greater value from core
management processes
already in place
Spirit of organizational
development & learning
Overt behaviours & actions
consistent with the defining
characteristics of high
performance organizations
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• The framework must complement the performance regimes of CCC’s key trade portfolio
partners, and must also speak loudly to the corporation’s wide range of other
stakeholders to further grow their confidence in the corporation.
• The scope of the PM Project Portfolio will be anchored in elements already in place,
concentrating first and foremost on enriching processes & practices that will impact the
whole corporation. ZThat being said, it will be equally important to strike the
appropriate balance between standardization and value-add flexibility.
• This project will go far beyond the discipline of performance measurement (assessing
progress against pre-determined goals). It is focused on the more comprehensive
discipline of performance management that includes effective priority-setting and
management of tensions across core, continuous improvement and growth agendas,
cascading strategy and accountabilities throughout the organization, gathering and
acting on performance intelligence, and regular workforce engagement via strong
internal communications.

GENERAL STRATEGY & APPROACH

Timelines/Milestone
s

Initiation

Through broad consultations, grasp current understanding

around performance management across the corporation. This
will help not only clarify current practices but also inform
development of tailored engagement strategies

Develop a working paper that explores key characteristics of

healthy organizations & maps key elements of ‘fit’
organizations. This will facilitate clear definition of the project
vision

Carry out an organizational competency/capacity assessment

aligned with the key characteristic explored via the working
paper to identify strengths, improvement opportunities &
significant change gaps. This will provide necessary
intelligence to make sound decisions around project priorities

Planning & Execution

Facilitate executive committee discussions to develop a shared

understanding of PM, to develop a shared definition of project
expectations, look at a range of options, and decide on project
vision

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Develop & implement a project blueprint that is clearly

identifies the critical path, prioritizing improvement
opportunities & as per the project vision & impact/effort
analysis

Design & implement holistic framework with mechanisms &

tools that consolidate core management processes &
comprises sound principles/practices/ tools for effective
performance management (including selection &
implementation of a performance management model based
on pre-determined criteria)

Develop & implement tailored engagement/change

management (including communications) strategies to accrue
understanding around project purpose & shed light on the
necessary cultural shift towards a high performance culture

Evaluation & Closure

Develop project performance indicators to gauge and monitor

progress & project effectiveness

Articulate both formative & summative evaluation approaches

to engage in as you go lessons learned as well as a final
project appraisal to assess delivery of value

PROJECT GOVERNANCE

• The following diagram depicts the CCC Executive Committee

Project Steering Committee
project’s governance structure:
VP S & OD
Project Sponsor

TBD Catherine Côté-Kirijian TBD

Performance Mgmt Table Project Director Champions

TBD
Core Project Team

TBD
Working Groups

Membership and accountabilities are as follows:

Membership Accountabilities
Project CCC Executive Committee Shared understanding & commitment to project

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Steering Project Director vision & objectives

Committee High-level decisions regarding project budgets,
priorities & schedules, milestones & scope
changes
Regular project status reviews to monitor &
readjust as required by risk & performance
indicators
Performanc Project Director Project advisory, guidance & recommendations,
e Defence Representative from an enterprise-wide perspective, to assist in
Manageme EDM Representative the progress of all projects within the PM Project
nt Table Portfolio
Shared Services
Representative

Project Project Sponsor Advocating project benefits with peers &

Champions 1 Director business lines/functions,
1 Manager Assisting project team to identify & navigate
1 Staff challenges
with cross-enterprise
representation
Project Project Director Liaison & communication across governance
Director bodies, including regular status reviews to the
Project Steering Committee
Oversight, management, implementation &
evaluation of projects in the PM Project Portfolio
Core Project Director Developing & executing action plans for
Project Core Management Process strengthening & streamlining core management
Team Owners processes
Working As required & determined Highlighting opportunities & challenges specific
Groups by project direction to business lines/functions
Implementation in business lines/functions

RISK ASSESSMENT

Risk of not going ahead with the Risk to successfully achieving

project project objectives
Serious Serious
Consequences

Residual Inherent
Consequences

Residual Inherent
Modera Modera
te te
Minor Minor

Low Medium High Low Medium High

Likelihood Likelihood

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Risks of not going ahead with the PM Project
Portfolio include:
• Ongoing struggles to accelerate &
achieve current results while at the
same time positioning for future
success
• This will lead to a gradual erosion of the
work environment & work/life balance
as the workforces tries to cope with the
encessity multiple priorities often
undertaken across islands of
competencies
Threats to PM Project Portfolio success
include:
• Large number of corporate initiatives
already drawing heavily on what is
very little discretionary attention
• Limited resource commitment
(e.g. time, people, $)
• Varying levels of expertise and
understanding with respect to
performance management
• General resistance to change

KEY SUCCESS FACTORS

The following elements are vital for the PM Project Portfolio to meet its objectives:
• Executive management attention and time, particularly that of the VP, Strategy &
Organizational Development
• Empowerment of the Project Director to engage executive management in
required discussions, particularly to develop and champion project vision
• Developing a shared understanding of and commitment to corporate performance
management
o Accruing understanding of where we are now and where we want to be
o What it means at/brings to various levels of the organization
• Middle & senior management buy-in
• Workforce disposition to embrace continuous learning as an organization
• Investment of resources
• Collaborative maturity
• Strong project communications and engagement strategies
• Approaching project as a significant change project
• Collaborative involvement of corporate management process owners

PROCUREMENT

TBD

RESOURCE REQUIREMENTS

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TBD

CONSULTATIONS

TBD

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