SECTION5ENGAGEMENTTYPE2 STRATEGICDESIGNWord文件下载.docx

1、Figure 5.1 Strategic Design Activity SetsFigure 5.2 Strategic Design Engagement LifecycleActivity Set 1.0 Set CourseThe primary objective for this activity set is to develop the Statement of Work （SOW） for the engagement. The primary source of information for the Set Course activity set is the clien

2、t sponsor（s） and persons they designate. All of the activities in this activity set are important and all of them should be completed. The typical duration for this activity set for a Strategic Design Engagement is between one and two weeks. The sequence of activities is not rigid and actually much

3、of the work can be done concurrently. Activity 1.1 Draft Statement of WorkThe primary objective here is to begin with the end in mind. The development of the SOW should begin as soon as the engagement type selection is made. It is always developed in close association with the client sponsor and per

4、sons they designate. It is recommended that the practitioner draft a preliminary SOW very quickly and introduce the sponsor to its components. It is also recommended that all consultants involved in the engagement become familiar with the SOW early on. The importance of the SOW can not be overstated

5、. It is the foundation for everything that comes after, it sets expectations and will continue to be a key reference through the engagement. The SOW is often a part of the engagement letter or the format may be specified in the master services agreement we have with the client. Though it is an engag

6、ement management tool and not a major deliverable, it is appropriate to treat it like one. Set a delivery date and complete it by that date and have the client sponsor commit to it. Get a clear mandate （the hammer） for the work that is to be done. This requires the practitioner to develop a clear un

7、derstanding about the sponsors authority/power within the organization. The appropriate level of detail is determined by the practitioner. The language in the SOW should be precise and clear. BearingPoints SOW template includes the following components: Start dates and end dates Definitions of key t

8、erms Assumptions Scope Objectives Overview of tasks to be performed by consultant Milestones/timeline Personnel （consulting） Deliverable descriptions Location of performance of services Client obligations Consultant compensation （if it is to be included in engagement letter）Develop the SOW rapidly a

9、nd bring closure to the effort so that all involved know it is finalized.Go to Examples Section Statement of Work, page 262Activity 1.2 Develop Governance StructureEven relatively small engagements should have precise and clear governance structures. It is developed jointly between the client sponso

10、r and the practitioner. The level of detail and specificity of the document may vary but it should indicate who holds the management positions related to the engagement and give some indication what their level of authority is. It often takes the form of a simple organization chart but the practitio

11、ner may be better served using a picture that focuses on specific roles like the one below which was used on a recent design engagement （Figure 5.3）. The beauty of this type of diagram is that it indicates who the process owners are. The practitioner should also include brief descriptions of roles a

12、nd responsibilities.Figure 5.3 Strategic Engagement Governance StructureActivity 1.3 Identify SMEs and Form Client TeamOnce the practitioner has a clear picture of the deliverables that must be developed, they should identify the key subject matter experts within the client organization who will hel

13、p initiate the collection of operational information that will be required during subsequent activity sets. Generally the sponsor will designate an individual to assist the practitioner with SME identification and initial contact. Use the SOW deliverables list to create a checklist of the areas of i

14、nterest that must be represented.It may or may not be necessary to form a dedicated client project team for a strategic engagement. It is up to the practitioner to decide if the scope of the work, the relationship with the client and the culture of the client organization make it necessary or not. I

15、t may be appropriate when a high level of coordination and early buy-in are required or when a number of different poorly connected functional areas are involved. Client project teams can have an adverse impact on the schedule due to the time it takes to select, transition, educate, and manage them.

16、 Team members should be SMEs in their own right, respected and credible members of the organization, creative idea generators and should typically have some level of authority, at least line manager or senior staff analyst. Determine their skill sets and prepare training to close gaps. Deliver orien

17、tation training which should include familiarization with the work plan, team building, BPD fundamentals, and engagement ground rules. This is also the point at which it is most appropriate to conduct an engagement kick-off meeting with the client sponsor and persons they designate, often process ow

18、ners and key SMEs.Activity 1.4 Develop Engagement Management Tool SetA strategic design engagement can be managed using a relatively small number of management tools. These tools should be developed rapidly by the practitioner. Work PlanThe most important of these tools is the work plan which picks

19、up where the SOW leaves off. The work plan for a tactical engagement need not be especially complex. It should include a list of tasks to be performed and task level detail for estimated duration/work time, dependencies, constraints, connections, and required resources. The initial work plan then se

20、rves as a performance baseline. If an engagement manager on a strategic engagement is spending more than approximately 20% of their productive work time maintaining project management tools then there is high probability they are not spending enough time developing deliverables. Consider the clients

21、 previous experience with similar projects, it is often a good indicator of their ability to develop and implement a new future state design. Reviewing previous change efforts in a systematic way can enable the practitioner to build the workplan in such a way that potential problems are avoided.ODAP

22、 MatrixThe Owner Developer/Author Participant Matrix （ODAP） is a variation of the traditional RACI Matrix. RACI stands for Responsible, Accountable, Consulted, Informed. It supplements the work plan. Its purpose is to match resources/roles to deliverables so it is clear who is assigned to do what. O

23、n a strategic engagement with few FTEs it may not be necessary to use this tool at all. Go to Engagement Management Tools Section ODAP Matrix, page 157Communication PlanBusiness process design engagements have a number of stakeholders on the client side beyond the sponsor who will have both a keen i

24、nterest in the project and its implications for the future. They include the operations managers, line workers, support areas like HR and IT, and often executive management and may be suppliers and even customers. At the very beginning of the engagement the practitioner should develop a plan to comm

25、unicate with them in conjunction with the sponsor. It is often necessary for the practitioner to initiate this task because the sponsor may not understand the need.Go to Engagement Management Tools Section Communications Plan, page 157Change ControlEven on relatively small engagements it is importan

26、t to have a mechanism in place to process, authorize and track changes to the work plan or the scope of the engagement. This is an area where the client may have a preferred method and tool in place, if it is adequate it can be adopted. Otherwise the practitioner can easily develop a spreadsheet to

27、meet the requirement.Status ReportsStatus reports are snapshots of progress to date and issues and problems that must be resolved, usually issued on a weekly basis. They are an important component of a successful engagement. The format for the report is at the discretion of the practitioner and the

28、client. CP: This is the engagements first Commit Point. The client should indicate that they accept the SOW.Activity Set 2.0 Assess Current StateThe primary objective of this activity set is the completion of the engagements first major deliverable, the Current State Assessment. The practitioner has

29、 considerable flexibility regarding the contents of the deliverable and the tasks related to developing it. This activity sets typical duration for a Strategic Design Engagement is between seven and nine weeks. The sequence of activities is fairly rigid but in many cases work on different activities

30、 can be done concurrently. Activities in this activity set and in the Design Future State activity set can generally be characterized as being either divergent or convergent. Divergent activities typically include information collection, idea generation, and other capture/validate tasks. Convergent

31、activities are analytical and often involve prioritization and culling. Convergent activities make use of the information collected during divergent activities. The distinction is important because in either a one-to-one interview situation or a workshop it is difficult to both collect new information and analyze or draw conclusions about that information at the same