1、50BUSINESS PROCESS DESIGN METHODOLOGY GUIDESECTION FOURSECTION 4 ENGAGEMENT TYPE 1: TACTICAL DESIGNTACTICAL DESIGNThe objective of tactical design is rapid and cost-effective operational improvement within a single business unit. Typically the client will have little appetite for any significant inv
2、estment and is trying to improve performance within current state constraints and existing capabilities. Tactical design does not provide a future state design deliverable. (Figures 4.1, 4.2)Figure 4.1 Tactical Design Activity SetsFigure 4.2 Tactical Design Engagement LifecycleACTIVITY SET 1.0 SET C
3、OURSEThe primary objective for this activity set is to develop the Statement of Work (SOW) and the work plan for the engagement. The primary source of information for the Set Course activity set is the client sponsor(s) and persons they designate. All of the activities in this activity set are impor
4、tant and all of them should be completed. The typical duration for this activity set for a Tactical Design Engagement is one to two weeks. As with all aspects of the Tactical Design Engagement Type speed and efficiency are of prime importance.Activity 1.1 Draft Statement of WorkThe primary objective
5、 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 persons they designate. It is recommended that the practitioner draft a preliminary SOW very quick
6、ly 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. It is the foundation for everything that comes after, it sets expectations and will continue
7、to be a key reference through the engagement. The SOW is often a part of the engagement letter. The format may be specified in the master services agreement with the client. A draft of the SOW should be complete by the close of week two. The appropriate level of detail is determined by the practitio
8、ner. 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 terms Assumptions Scope Objectives Overview of tasks to be performed by consultant Milestones/timeline Personnel (consulting) Deliverab
9、le descriptions Location of performance of services Client obligations Consultant compensation (if it is to be included in engagement letter)GO TO EXAMPLES SECTION STATEMENT OF WORK, PAGE 262Activity 1.2 Develop Governance StructureEven relatively small engagements should have precise and clear gove
10、rnance structures. It is developed jointly between the client sponsor and the practitioner. The level of detail and specificity of the description 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. I
11、t often takes the form of a simple organization chart but the practitioner may be better served using a picture that focuses on specific roles like the one below (Figure 4.3). The beauty of this type of diagram is that it indicates who the process owner is. The practitioner should also include brief
12、 descriptions of roles and responsibilities. Figure 4.3 Tactical Engagement Governance Structure ExampleActivity 1.3 Identify SMEsOnce 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 w
13、ho will help 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
14、 areas of interest that must be represented.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 owners and key SMEs.Activity 1.4 Develop Engagement Management Tool SetAn tactical design eng
15、agement 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 up where the SOW leaves off. The work plan for a tactical engagement need not be especially
16、 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 serves as a performance baseline. If an engagement manager on a tactical engagement is spendi
17、ng more than approximately 10% of their productive work time maintaining project management tools then there is high probability they are not spending enough time developing deliverables. Communication PlanBusiness process design engagements have a number of stakeholders on the client side beyond th
18、e sponsor who will have both a keen interest 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, suppliers and customers. At the very beginning of the engagement the practitioner should
19、develop a plan to communicate 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 COMMUNICATION PLAN, PAGE 157Change ControlEven on relatively small engag
20、ements it is important 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 deve
21、lop a spreadsheet to 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
22、practitioner and the 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 major deliverable, the Current State Assessment. One si
23、gnificant difference between this activity set on a Tactical Engagement and Current State Assessments For Strategic and Transformational Engagements is the inclusion of the Develop Improvement Recommendations activity. In other engagement types this activity is a part of Future State Design activiti
24、es.The practitioner has considerable flexibility regarding the contents of the deliverable and the tasks related to developing it. This activity sets typical duration for a Tactical Design Engagement is between five and seven weeks. Activities in this activity set can generally be characterized as b
25、eing either divergent or convergent. Divergent activities typically include information collection, idea generation, and or other capture/validate tasks. Convergent activities are analytical and often involve prioritization and culling. Convergent activities make use of the information collected dur
26、ing 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 time. Maintaining the appropriate divergent/ convergent perspecti
27、ve helps the practitioner and client to balance the development of context and the flow of work. The figure below illustrates the notion of divergence and convergence for the incremental design Assess Current State Activity Set. (Figure 4.4)Figure 4.4 Tactical Design Current State Assessment Activit
28、iesActivity 2.1 Collect Current State InformationThe primary objective of this activity is collecting all relevant information about the target business processes. SME interviews are the primary sources. GO TO TECHNIQUE SECTION INTERVIEWING A CLIENT SME, PAGE 166This also includes existing documenta
29、tion referenced by SMEs like management reports, output from previous improvement or design initiatives, financials, process maps, customer and employee satisfaction studies, to name but a few. It can also include information from external sources that the client has obtained like benchmarking repor
30、ts. As the practitioner speaks with the clients people they should listen carefully for off-hand references to reports or studies and they should scan bookshelves for binder titles. It can not hurt to ask to see items that appear to be of interest. The worst they can do is say no. The practitioner m
31、ay try to anticipate what information they would like to have and create a wish list of sorts to provide some structure to the collection effort. They should also maintain some kind of inventory of client documentation they collect.GO TO EXAMPLE SECTION INFORMATION COLLECTION CHECKLIST, PAGE 274The
32、practitioner can not provide a valuable current state assessment without the right information. Getting that information from the client rapidly and efficiently is critically important. The practitioners success here can have far reaching implications for the ultimate success of the engagement.GO TO
33、 EXAMPLES SECTION DOCUMENT INVENTORY, PAGE 274Some clients cultures dont take kindly to outsiders asking for documents no matter which executive is sponsoring the engagement and this is sometimes the first point of resistance the practitioner will run into. Be professional but be doggedly persistent
34、 too. Once you are on the client site be a sponge. Rarely is it possible to collect every piece of information on the wish list but work hard to get what is available. The practitioner should always create an inventory of the clients recently completed, on-going, and planned projects so they can rea
35、ch an understanding about how familiar the client is with a project orientation, their experience with consultants, and attitudes toward and success with change in general.All collected information must be organized so it can be used effectively throughout the engagement. Decide on an organizing app
36、roach and build a repository or data base of some kind and populate it quickly. Strict adherence to both the clients and BearingPoints policies regarding confidentiality and use of information is a extremely important. In the event the client provides a hard copy of a document with the understanding
37、 that it be returned, return it at the earliest possible opportunity. This activity can actually begin even before the Set Course activity set is completed. This activity and activities 2.2, and 2.3 can be done concurrently.Activity 2.2 Develop Process Strawmen (Optional)This activity is optional. T
38、he primary objective of this activity is to develop maps of the target processes called strawmen that will accelerate the assessment effort. Strawmen are tools and not deliverables. They only need to be rough high-level approximations. They are used as a starting reference to level set and provide s
39、tructure in interviews and workshops. They are especially handy in workshops. Draw on all of the material collected to date for information. The practitioner will have to determine what level of detail is appropriate. There should be a strawman of each process being assessed. Strawmen help the pract
40、itioner reduce the time it takes to begin adding value. GO TO TECHNIQUE SECTION MAPPING A BUSINESS PROCESS, PAGE 169; DESIGNING FUTURE STATE PROCESSES, PAGE 212Activity 2.3 Identify Performance InhibitorsThe primary objective of this activity is to capture issues (problems, deficiencies, wasting sit
41、uations) afflicting the clients operational performance. Inhibitors will start to appear almost immediately after the information collection effort gets underway. The practitioner should have a template set up even before the initial interviews and should begin using it straight away. The Performanc
42、e Issue List is maintained throughout the entire engagement. GO TO TECHNIQUES SECTION BUILDING A PERFORMANCE INHIBITORS TABLE, PAGE 202Often inhibitors are related to capabilities and common performance inhibitors that the experienced practitioner will recognize easily. Many of these inhibitors are
43、described in the Design Topics Section of the guide.GO TO DESIGN TOPICS SECTION DESIGN TIPS, PAGE 130; INHIBITORS, PAGE 140; CAPABILITIES, PAGE 131.Activity 2.4 Conduct Divergent Assessment WorkshopsThe primary objectives of this activity are to: Map target processes developing accurate graphical re
44、presentations of the way work is done at the current time, Capture information related to capabilities that have a direct bearing on the target processes. Validate issues identified previously and identify additional issues related to the target processes.The difference between interviews and worksh
45、ops is that workshops are facilitated, preferably by an objective and focused practitioner. It is best to use one facilitator. Multiple facilitators in the same workshop cause more confusion than any additional expertise is worth. The facilitator should be supported by one or more scribes who captur
46、e information in real time. The scribe role can be filled by consultants or client team members.The point of a any workshop is to generate information which is provided by the participants. Facilitation is more art than science. The challenge for the practitioner/facilitator is to be a pump and a fi
47、lter and a medium and a referee and NOT an influencer or an oracle or an SME or a judge. First the practitioner and the client must decide how much can be done in a particular workshop. The ideal situation is to focus on one or more end-to-end processes which means that the individuals participating
48、 must represent all of the areas of expertise related to the target business process(es). Successful workshops begin with good participant selection. Assessment Workshop participants should be selected based on their work expertise, their ability to articulate explanations of what they do and their willingness to share what they know. Typically Assessment Workshops can be conducted effectively with anywhere from 4 to 14 participants. If there are fewer than 4 an interview set up may be more appropriate and with more than 14 it is probable that all participants will not have an op
