SECTION5ENGAGEMENTTYPE2 STRATEGICDESIGNWord文件下载.docx

SECTION5ENGAGEMENTTYPE2 STRATEGICDESIGNWord文件下载.docx

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Figure5.1StrategicDesignActivitySets

Figure5.2StrategicDesignEngagementLifecycle

ActivitySet1.0–SetCourse

TheprimaryobjectiveforthisactivitysetistodeveloptheStatementofWork（SOW）fortheengagement.TheprimarysourceofinformationfortheSetCourseactivitysetistheclientsponsor（s）andpersonstheydesignate.Alloftheactivitiesinthisactivitysetareimportantandallofthemshouldbecompleted.ThetypicaldurationforthisactivitysetforaStrategicDesignEngagementisbetweenoneandtwoweeks.Thesequenceofactivitiesisnotrigidandactuallymuchoftheworkcanbedoneconcurrently.

Activity1.1–DraftStatementofWork

Theprimaryobjectivehereistobeginwiththeendinmind.ThedevelopmentoftheSOWshouldbeginassoonastheengagementtypeselectionismade.Itisalwaysdevelopedincloseassociationwiththeclientsponsorandpersonstheydesignate.ItisrecommendedthatthepractitionerdraftapreliminarySOWveryquicklyandintroducethesponsortoitscomponents.ItisalsorecommendedthatallconsultantsinvolvedintheengagementbecomefamiliarwiththeSOWearlyon.

TheimportanceoftheSOWcannotbeoverstated.Itisthefoundationforeverythingthatcomesafter,itsetsexpectationsandwillcontinuetobeakeyreferencethroughtheengagement.TheSOWisoftenapartoftheengagementletterortheformatmaybespecifiedinthemasterservicesagreementwehavewiththeclient.Thoughitisanengagementmanagementtoolandnotamajordeliverable,itisappropriatetotreatitlikeone.Setadeliverydateandcompleteitbythatdateandhavetheclientsponsorcommittoit.Getaclearmandate（thehammer）fortheworkthatistobedone.Thisrequiresthepractitionertodevelopaclearunderstandingaboutthesponsor’sauthority/powerwithintheorganization.

Theappropriatelevelofdetailisdeterminedbythepractitioner.ThelanguageintheSOWshouldbepreciseandclear.BearingPoint’sSOWtemplateincludesthefollowingcomponents:

•Startdatesandenddates

•Definitionsofkeyterms

•Assumptions

•Scope

•Objectives

•Overviewoftaskstobeperformedbyconsultant

•Milestones/timeline

•Personnel（consulting）

•Deliverabledescriptions

•Locationofperformanceofservices

•Clientobligations

•Consultantcompensation（ifitistobeincludedinengagementletter）

DeveloptheSOWrapidlyandbringclosuretotheeffortsothatallinvolvedknowitisfinalized.

GotoExamplesSection–StatementofWork,page262

Activity1.2–DevelopGovernanceStructure

Evenrelativelysmallengagementsshouldhavepreciseandcleargovernancestructures.Itisdevelopedjointlybetweentheclientsponsorandthepractitioner.Thelevelofdetailandspecificityofthedocumentmayvarybutitshouldindicatewhoholdsthemanagementpositionsrelatedtotheengagementandgivesomeindicationwhattheirlevelofauthorityis.Itoftentakestheformofasimpleorganizationchartbutthepractitionermaybebetterservedusingapicturethatfocusesonspecificrolesliketheonebelowwhichwasusedonarecentdesignengagement（Figure5.3）.Thebeautyofthistypeofdiagramisthatitindicateswhotheprocessownersare.Thepractitionershouldalsoincludebriefdescriptionsofrolesandresponsibilities.

Figure5.3StrategicEngagementGovernanceStructure

Activity1.3–IdentifySMEsandFormClientTeam

Oncethepractitionerhasaclearpictureofthedeliverablesthatmustbedeveloped,theyshouldidentifythekeysubjectmatterexpertswithintheclientorganizationwhowillhelpinitiatethecollectionofoperationalinformationthatwillberequiredduringsubsequentactivitysets.GenerallythesponsorwilldesignateanindividualtoassistthepractitionerwithSMEidentificationandinitialcontact.UsetheSOWdeliverableslisttocreateachecklistoftheareasofinterestthatmustberepresented.

Itmayormaynotbenecessarytoformadedicatedclientprojectteamforastrategicengagement.Itisuptothepractitionertodecideifthescopeofthework,therelationshipwiththeclientandthecultureoftheclientorganizationmakeitnecessaryornot.Itmaybeappropriatewhenahighlevelofcoordinationandearlybuy-inarerequiredorwhenanumberofdifferentpoorlyconnectedfunctionalareasareinvolved.Clientprojectteamscanhaveanadverseimpactonthescheduleduetothetimeittakestoselect,transition,educate,andmanagethem.

TeammembersshouldbeSMEsintheirownright,respectedandcrediblemembersoftheorganization,creativeideageneratorsandshouldtypicallyhavesomelevelofauthority,atleastlinemanagerorseniorstaffanalyst.Determinetheirskillsetsandpreparetrainingtoclosegaps.Deliverorientationtrainingwhichshouldincludefamiliarizationwiththeworkplan,teambuilding,BPDfundamentals,andengagementgroundrules.

Thisisalsothepointatwhichitismostappropriatetoconductanengagementkick-offmeetingwiththeclientsponsorandpersonstheydesignate,oftenprocessownersandkeySMEs.

Activity1.4–DevelopEngagementManagementToolSet

Astrategicdesignengagementcanbemanagedusingarelativelysmallnumberofmanagementtools.Thesetoolsshouldbedevelopedrapidlybythepractitioner.

WorkPlan

ThemostimportantofthesetoolsistheworkplanwhichpicksupwheretheSOWleavesoff.Theworkplanforatacticalengagementneednotbeespeciallycomplex.Itshouldincludealistoftaskstobeperformedandtaskleveldetailforestimatedduration/worktime,dependencies,constraints,connections,andrequiredresources.Theinitialworkplanthenservesasaperformancebaseline.

Ifanengagementmanageronastrategicengagementisspendingmorethanapproximately20%oftheirproductiveworktimemaintainingprojectmanagementtoolsthenthereishighprobabilitytheyarenotspendingenoughtimedevelopingdeliverables.

Considertheclient’spreviousexperiencewithsimilarprojects,itisoftenagoodindicatoroftheirabilitytodevelopandimplementanewfuturestatedesign.Reviewingpreviouschangeeffortsinasystematicwaycanenablethepractitionertobuildtheworkplaninsuchawaythatpotentialproblemsareavoided.

ODAPMatrix

TheOwner–Developer/Author–ParticipantMatrix（ODAP）isavariationofthetraditionalRACIMatrix.RACIstandsfor–Responsible,Accountable,Consulted,Informed.Itsupplementstheworkplan.Itspurposeistomatchresources/rolestodeliverablessoitisclearwhoisassignedtodowhat.OnastrategicengagementwithfewFTEsitmaynotbenecessarytousethistoolatall.

GotoEngagementManagementToolsSection–ODAPMatrix,page157

CommunicationPlan

Businessprocessdesignengagementshaveanumberofstakeholdersontheclientsidebeyondthesponsorwhowillhavebothakeeninterestintheprojectanditsimplicationsforthefuture.Theyincludetheoperationsmanagers,lineworkers,supportareaslikeHRandIT,andoftenexecutivemanagementandmaybesuppliersandevencustomers.Attheverybeginningoftheengagementthepractitionershoulddevelopaplantocommunicatewiththeminconjunctionwiththesponsor.Itisoftennecessaryforthepractitionertoinitiatethistaskbecausethesponsormaynotunderstandtheneed.

GotoEngagementManagementToolsSection–CommunicationsPlan,page157

ChangeControl

Evenonrelativelysmallengagementsitisimportanttohaveamechanisminplacetoprocess,authorizeandtrackchangestotheworkplanorthescopeoftheengagement.Thisisanareawheretheclientmayhaveapreferredmethodandtoolinplace,ifitisadequateitcanbeadopted.Otherwisethepractitionercaneasilydevelopaspreadsheettomeettherequirement.

StatusReports

Statusreportsaresnapshotsofprogresstodateandissuesandproblemsthatmustberesolved,usuallyissuedonaweeklybasis.Theyareanimportantcomponentofasuccessfulengagement.Theformatforthereportisatthediscretionofthepractitionerandtheclient.

CP:

Thisistheengagement’sfirstCommitPoint.TheclientshouldindicatethattheyaccepttheSOW.

ActivitySet2.0–AssessCurrentState

Theprimaryobjectiveofthisactivitysetisthecompletionoftheengagement’sfirstmajordeliverable,theCurrentStateAssessment.Thepractitionerhasconsiderableflexibilityregardingthecontentsofthedeliverableandthetasksrelatedtodevelopingit.Thisactivityset’stypicaldurationforaStrategicDesignEngagementisbetweensevenandnineweeks.Thesequenceofactivitiesisfairlyrigidbutinmanycasesworkondifferentactivitiescanbedoneconcurrently.

ActivitiesinthisactivitysetandintheDesignFutureStateactivitysetcangenerallybecharacterizedasbeingeither‘divergent’or‘convergent’.Divergentactivitiestypicallyincludeinformationcollection,ideageneration,andothercapture/validatetasks.Convergentactivitiesareanalyticalandofteninvolveprioritizationandculling.Convergentactivitiesmakeuseoftheinformationcollectedduringdivergentactivities.Thedistinctionisimportantbecauseineitheraone-to-oneinterviewsituationoraworkshopitisdifficulttobothcollectnewinformationandanalyzeordrawconclusionsaboutthatinformationatthesame