管理信息化PDM產(chǎn)品數(shù)據(jù)管理BPDM+Section05英文版

管理信息化PDM產(chǎn)品數(shù)據(jù)管理BPDM+Section05英文版SECTION5–ENGAGEMENTTYPE2:STRATEGICDESIGNSTRATEGICDESIGNTheaimofstrategicdesignistypicallytosignificantlychangethebusinessprocessinoneormorebusinessunitsorfunctionalareas.Capabilityelementsmayalsobeconsideredatpointswheretheydirectlyimpactthebusinessprocess.Theengagementisstaffedwithasmallteamofpractitionerswhoworkonitfortheentireduration.(Figures5.1,5.2)Figure5.1StrategicDesignActivitySetsFigure5.2StrategicDesignEngagementLifecycleACTIVITYSET1.0–SETCOURSETheprimaryobjectiveforthisactivitysetistodeveloptheStatementofWork(SOW)fortheengagement.TheprimarysourceofinformationfortheSetCourseactivitysetistheclientsponsor(s)andpersonstheydesignate.Alloftheactivitiesinthisactivitysetareimportantandallofthemshouldbepleted.ThetypicaldurationforthisactivitysetforaStrategicDesignEngagementisbetweenoneandtwoweeks.Thesequenceofactivitiesisnotrigidandactuallymuchoftheworkcanbedoneconcurrently.Activity1.1–DraftStatementofWorkTheprimaryobjectivehereistobeginwiththeendinmind.ThedevelopmentoftheSOWshouldbeginassoonastheengagementtypeselectionismade.Itisalwaysdevelopedincloseassociationwiththeclientsponsorandpersonstheydesignate.ItisremendedthatthepractitionerdraftapreliminarySOWveryquicklyandintroducethesponsortoitsponents.ItisalsoremendedthatallconsultantsinvolvedintheengagementbeefamiliarwiththeSOWearlyon.TheimportanceoftheSOWcannotbeoverstated.Itisthefoundationforeverythingthatesafter,itsetsexpectationsandwillcontinuetobeakeyreferencethroughtheengagement.TheSOWisoftenapartoftheengagementletterortheformatmaybespecifiedinthemasterservicesagreementwehavewiththeclient.Thoughitisanengagementmanagementtoolandnotamajordeliverable,itisappropriatetotreatitlikeone.Setadeliverydateandpleteitbythatdateandhavetheclientsponsormittoit.Getaclearmandate(thehammer)fortheworkthatistobedone.Thisrequiresthepractitionertodevelopaclearunderstandingaboutthesponsor’sauthority/powerwithintheorganization.Theappropriatelevelofdetailisdeterminedbythepractitioner.ThelanguageintheSOWshouldbepreciseandclear.BearingPoint’sSOWtemplateincludesthefollowingponents:?Startdatesandenddates?Definitionsofkeyterms?Assumptions?Scope?Objectives?Overviewoftaskstobeperformedbyconsultant?Milestones/timeline?Personnel(consulting)?Deliverabledescriptions?Locationofperformanceofservices?Clientobligations?Consultantpensation(ifitistobeincludedinengagementletter)DeveloptheSOWrapidlyandbringclosuretotheeffortsothatallinvolvedknowitisfinalized.GOTOEXAMPLESSECTION–STATEMENTOFWORK,PAGE262Activity1.2–DevelopGovernanceStructureEvenrelativelysmallengagementsshouldhavepreciseandcleargovernancestructures.Itisdevelopedjointlybetweentheclientsponsorandthepractitioner.Thelevelofdetailandspecificityofthedocumentmayvarybutitshouldindicatewhoholdsthemanagementpositionsrelatedtotheengagementandgivesomeindicationwhattheirlevelofauthorityis.Itoftentakestheformofasimpleorganizationchartbutthepractitionermaybebetterservedusingapicturethatfocusesonspecificrolesliketheonebelowwhichwasusedonarecentdesignengagement(Figure5.3).Thebeautyofthistypeofdiagramisthatitindicateswhotheprocessownersare.Thepractitionershouldalsoincludebriefdescriptionsofrolesandresponsibilities.Figure5.3StrategicEngagementGovernanceStructureActivity1.3–IdentifySMEsandFormClientTeamOncethepractitionerhasaclearpictureofthedeliverablesthatmustbedeveloped,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–DevelopEngagementManagementToolSetAstrategicdesignengagementcanbemanagedusingarelativelysmallnumberofmanagementtools.Thesetoolsshouldbedevelopedrapidlybythepractitioner.WorkPlanThemostimportantofthesetoolsistheworkplanwhichpicksupwheretheSOWleavesoff.Theworkplanforatacticalengagementneednotbeespeciallyplex.Itshouldincludealistoftaskstobeperformedandtaskleveldetailforestimatedduration/worktime,dependencies,constraints,connections,andrequiredresources.Theinitialworkplanthenservesasaperformancebaseline.Ifanengagementmanageronastrategicengagementisspendingmorethanapproximately20%oftheirproductiveworktimemaintainingprojectmanagementtoolsthenthereishighprobabilitytheyarenotspendingenoughtimedevelopingdeliverables.Considertheclient’spreviousexperiencewithsimilarprojects,itisoftenagoodindicatoroftheirabilitytodevelopandimplementanewfuturestatedesign.Reviewingpreviouschangeeffortsinasystematicwaycanenablethepractitionertobuildtheworkplaninsuchawaythatpotentialproblemsareavoided.ODAPMatrixTheOwner–Developer/Author–ParticipantMatrix(ODAP)isavariationofthetraditionalRACIMatrix.RACIstandsfor–Responsible,Accountable,Consulted,Informed.Itsupplementstheworkplan.Itspurposeistomatchresources/rolestodeliverablessoitisclearwhoisassignedtodowhat.OnastrategicengagementwithfewFTEsitmaynotbenecessarytousethistoolatall.GOTOENGAGEMENTMANAGEMENTTOOLSSECTION–ODAPMATRIX,PAGE157CommunicationPlanBusinessprocessdesignengagementshaveanumberofstakeholdersontheclientsidebeyondthesponsorwhowillhavebothakeeninterestintheprojectanditsimplicationsforthefuture.Theyincludetheoperationsmanagers,lineworkers,supportareaslikeHRandIT,andoftenexecutivemanagementandmaybesuppliersandevencustomers.Attheverybeginningoftheengagementthepractitionershoulddevelopaplantomunicatewiththeminconjunctionwiththesponsor.Itisoftennecessaryforthepractitionertoinitiatethistaskbecausethesponsormaynotunderstandtheneed.GOTOENGAGEMENTMANAGEMENTTOOLSSECTION–COMMUNICATIONSPLAN,PAGE157ChangeControlEvenonrelativelysmallengagementsitisimportanttohaveamechanisminplacetoprocess,authorizeandtrackchangestotheworkplanorthescopeoftheengagement.Thisisanareawheretheclientmayhaveapreferredmethodandtoolinplace,ifitisadequateitcanbeadopted.Otherwisethepractitionercaneasilydevelopaspreadsheettomeettherequirement.StatusReportsStatusreportsaresnapshotsofprogresstodateandissuesandproblemsthatmustberesolved,usuallyissuedonaweeklybasis.Theyareanimportantponentofasuccessfulengagement.Theformatforthereportisatthediscretionofthepractitionerandtheclient.CP:Thisistheengagement’sfirstCommitPoint.TheclientshouldindicatethattheyaccepttheSOW.ACTIVITYSET2.0–ASSESSCURRENTSTATETheprimaryobjectiveofthisactivitysetisthepletionoftheengagement’sfirstmajordeliverable,theCurrentStateAssessment.Thepractitionerhasconsiderableflexibilityregardingthecontentsofthedeliverableandthetasksrelatedtodevelopingit.Thisactivityset’stypicaldurationforaStrategicDesignEngagementisbetweensevenandnineweeks.Thesequenceofactivitiesisfairlyrigidbutinmanycasesworkondifferentactivitiescanbedoneconcurrently.ActivitiesinthisactivitysetandintheDesignFutureStateactivitysetcangenerallybecharacterizedasbeingeither‘divergent’or‘convergent’.Divergentactivitiestypicallyincludeinformationcollection,ideageneration,andothercapture/validatetasks.Convergentactivitiesareanalyticalandofteninvolveprioritizationandculling.Convergentactivitiesmakeuseoftheinformationcollectedduringdivergentactivities.Thedistinctionisimportantbecauseineitheraone-to-oneinterviewsituationoraworkshopitisdifficulttobothcollectnewinformationandanalyzeordrawconclusionsaboutthatinformationatthesametime.Maintainingtheappropriatedivergent/convergentperspectivehelpsthepractitionerandclienttobalancethedevelopmentofcontextandtheflowofwork.ThefigurebelowillustratesthenotionofdivergenceandconvergenceforthestrategicCurrentStateAssessmentActivitySet.(Figure5.4)Figure5.4CurrentStateAssessmentActivitiesActivity2.1–CollectCurrentStateInformationTheprimaryobjectiveofthisactivityiscollectingallrelevantinformationaboutthetargetbusinessprocesses.SMEinterviewsaretheprimarysources.GOTOTECHNIQUESECTION–INTERVIEWINGACLIENTSME’S,PAGE166ThisalsoincludesexistingdocumentationreferencedbySMEslikemanagementreports,outputfrompreviousimprovementordesigninitiatives,financials,processmaps,customerandemployeesatisfactionstudies,tonamebutafew.Itcanalsoincludeinformationfromexternalsourcesthattheclienthasobtainedlikebenchmarkingreports.Asthepractitionerspeakswiththeclient’speopletheyshouldlistencarefullyforoff-handreferencestoreportsorstudiesandtheyshouldscanbookshelvesforbindertitles.Itcannothurttoasktoseeitemsthatappeartobeofinterest.Theworsttheycandoissayno.Thepractitionermaytrytoanticipatewhatinformationtheywouldliketohaveandcreateawishlistofsortstoprovidesomestructuretothecollectioneffort.TheexampleprovidedinthesupplementalmaterialssectionisalistcreatedonanactualBearingPointengagement.GOTOEXAMPLES–INFORMATIONCOLLECTIONCHECKLIST,PAGE274Thepractitionercannotprovideavaluablecurrentstateassessmentwithouttherightinformation.Gettingthatinformationfromtheclientrapidlyandefficientlyiscriticallyimportant.Thepractitioner’ssuccessherecanhavefarreachingimplicationsfortheultimatesuccessoftheengagement.Someclient’sculturesdon’ttakekindlytooutsidersaskingfordocumentsnomatterwhichexecutiveissponsoringtheengagementandthisissometimesthefirstpointofresistancethepractitionerwillruninto.Beprofessionalbutbedoggedlypersistenttoo.Onceyouareontheclientsitebeasponge.Rarelyisitpossibletocollecteverypieceofinformationonthewishlistbutworkhardtogetwhatisavailable.Thepractitionershouldalwayscreateaninventoryoftheclient’srecentlypleted,on-going,andplannedprojectssotheycanreachanunderstandingabouthowfamiliartheclientiswithaprojectorientation,theirexperiencewithconsultants,andattitudestowardandsuccesswithchangeingeneral.Allcollectedinformationmustbeorganizedsoitcanbeusedeffectivelythroughouttheengagement.Decideonanorganizingapproachandbuildarepositoryordatabaseofsomekindandpopulateitquickly.GOTOEXAMPLESECTION–CLIENTDOCUMENTATIONINVENTORY,PAGE274Strictadherencetoboththeclient’sandBearingPoint’spoliciesregardingconfidentialityanduseofinformationisextremelyimportant.Intheeventtheclientprovidesahardcopyofadocumentwiththeunderstandingthatitbereturned,returnitattheearliestpossibleopportunity.ThisactivitycanactuallybeginevenbeforetheSetCourseactivitysetispleted.Thisactivityandactivities2.2,and2.3canbedoneconcurrently.Activity2.2–DevelopProcessStrawmen(Optional)Thisactivityisoptional.Theprimaryobjectiveofthisactivityistodevelopmapsofthetargetprocessescalledstrawmenthatwillacceleratetheassessmenteffort.Strawmenaretoolsandnotdeliverables.Theyonlyneedtoberoughhigh-levelapproximations.Theyareusedasastartingreferencetolevelsetandprovidestructureininterviewsandworkshops.Theyareespeciallyhandyinworkshops.Drawonallofthematerialcollectedtodateforinformation.Thepractitionerwillhavetodeterminewhatlevelofdetailisappropriatebutusuallybusinessunitviewsareadequate.Thereshouldbeastrawmanofeachprocessbeingassessed.Strawmenhelpthepractitionerreducethetimeittakestobeginaddingvalue.GOTOTECHNIQUESECTION–MAPPINGABUSINESS,PAGE169;DESIGNINGFUTURESTATEPROCESSES,PAGE212Itisgenerallynotnecessarytocreatestrawmanmodelsofcapabilitiesforstrategicengagementsasonemightdoinatransformationalengagement.ThecapabilitiesthatalmostalwayshavesomesignificantbearingonbusinessprocessdesigninastrategicengagementareOrganization,Technology,Information,andPeopleManagement.Othersmayormaynotdependingontheparticularprocessesbeingworkedon.Thereisoneexceptiontotherulestatedabove.Itisgoodtohaveagraphicalrepresentationoftheclient’sorganizationbeyondthetypicalorganizationchart.Itshouldshowatleastdepartmental/functionalareaboundaries,relativesizeofareas/headcountsbyarea,andorganizationalandgeographicproximity.Theexamplebelowwasdevelopedduringanactualengagement.(Figure5.5)Figure5.5CustomerServiceBusinessUnitDiagramExampleActivity2.3–IdentifyPerformanceInhibitorsTheprimaryobjectiveofthisactivityistocaptureissues(problems,deficiencies,wastingsituations)afflictingtheclient’soperationalperformance.Inhibitorswillstarttoappearalmostimmediatelyaftertheinformationcollectioneffortgetsunderway.Thepractitionershouldhaveatemplatesetupevenbeforetheinitialinterviewsandshouldbeginusingitstraightaway.Thisactivityactuallycontinuesforthedurationoftheactivityset.Identificationoftheseinhibitorsinitiatesthedevelopmentofimprovementremendations.Theprimaryinformationsourcesearlyintheengagementareinterviewsandothercollectedinformation.GOTOTECHNIQUESSECTION–BUILDINGAPERFORMANCEINHIBITORSTABLE,PAGE202Oftenissuesarerelatedtomonperformanceinhibitorsthattheexperiencedpractitionerwillrecognizeeasily.ManyoftheseinhibitorsaredescribedintheDesignTopicsSectionoftheguide.GOTODESIGNTOPICSSECTION–INHIBITORS,PAGE140Activity2.4–ConductDivergentAssessmentWorkshopsTheprimaryobjectivesofthisactivityareto:?Maptargetprocesses–developingaccurategraphicalrepresentationsofthewayworkisdoneatthecurrenttime,?Captureinformationrelatedtocapabilitiesthathaveadirectbearingonthetargetprocesses.?Validateissuesidentifiedpreviouslyandidentifyadditionalissuesrelatedtothesubjectprocessesandcapabilities.Thedifferencebetweeninterviewsandworkshopsisthatworkshopsarefacilitated,preferablybyanobjectiveandfocusedpractitioner.Itisbesttouseonefacilitator.Multiplefacilitatorsinthesameworkshopcausemoreconfusionthananyadditionalexpertiseisworth.Thefacilitatorshouldbesupportedbyoneormorescribeswhocaptureinformationinrealtime.Thescriberolecanbefilledbyconsultantsorclientteammembers.Thepointofaanyworkshopistogenerateinformationwhichisprovidedbytheparticipants.Facilitationismoreartthanscience.Thechallengeforthepractitioner/facilitatoristobeapumpandafilterandamediumandarefereeandNOTaninfluenceroranoracleoranSMEorajudge.Firstthepractitionerandtheclientmustdecidehowmuchcanbedoneinaparticularworkshop.Theidealsituationistofocusononeormoreend-to-endprocesseswhichmeansthattheindividualsparticipatingmustrepresentalloftheareasofexpertiserelatedtothetargetbusinessprocess(es).Successfulworkshopsbeginwithgoodparticipantselection.AssessmentWorkshopparticipantsshouldbeselectedbasedontheirworkexpertise,theirabilitytoarticulateexplanationsofwhattheydo,andtheirwillingnesstosharewhattheyknow.ThisisalittledifferentthanthecriteriaforDesignWorkshopswherecreativityandbigpictureperspectiveareimportant.TheparticipantsintheAssessmentWorkshopsandtheDesignWorkshopsmayormaynotbethesameandthatisokay.TypicallyAssessmentWorkshopscanbeconductedeffectivelywithanywherefrom4to14participants.Iftherearefewerthan4aninterviewsetupmaybemoreappropriateandwithmorethan14itisprobablethatallparticipantswillnothaveanopportunitytocontributeconstructively.Workshopsshouldbeintenseandexcitingandlikeallthingsthatareintenseandexcitingtheycannotgoonforever.Itisbesttospendfrom3to5hoursinaworkshopsettinginanygivenday.Ifmorethan5hoursisrequiredscheduleanadditionalday.Morningsaretypicallymoreproductivethanafternoons.Tuesdays,Wednesdays,andThursdaysaregenerallylessproblematicthanMondaysandFridays.Theconfigurationoftheworkshopspaceisuptothepractitionerbuta‘U’shapedseatingarrangementforparticipantsisusuallypreferabletoamoretraditionalclassroomsetupsoallparticipantscanseeeachotherandinteracteasily.Inmostcasesagraphicalpresentationtoolshouldbeusedtocaptureinformationandcreatepicturessothatallparticipantscanstayonthesamepage.Toolsandmediaselectionareatthepractitioner’sdiscretion.Butkeepinmindthatthepriorityisalwaysgeneratinginformation.Duringthecourseofanygivenworkshopthefacilitatorwillhavetomakechanges,startover,redirectandskiparoundsochoosetoolsthatworkbestinthatsituation.Usewhatisfortable,awhiteboardandaflipchartareoftenmoreeffectivethananybinationofelectronictools.Gettingaworkshopstartedrighttakesaboutahalfanhour.Housekeepingusuallyinvolvesreviewingtheday’sschedule,breaks,luncharrangements,endtime,andcontingencies.ThenitisoftenusefultoreviewtheworkshopobjectivesbrieflyandifmorethanoneprocessistargetedcreatingaToDoChecklistcanbehelpful.Anicebreakerexerciseisagoodideaatleastthefirsttimeaparticulargroupofparticipantsistogether.Itisgenerallyworththetimeittakesbecauseithelpsgetthecollectivejuicesflowing.Thenspendafewminutesdevelopingasetofgroundrulesforthesession;iftimeisshortjustprovidethegroundruleswithoutdiscussion.Attheveryleastitisimportanttomakesuretheyunderstandtheyarethesourceofinformation,thattheyarenotbeingevaluated,thatthetruth,nomatterhowugly,isrequired,andthatwhiletheyareintheworkshopthetargetprocessesshouldbethefocusofalloftheirattention.Thepractitioner/facilitatorshouldeintotheworkshopwithstrawmeninhand.Distributethestrawmenandspendsometimereviewing/validatingthemwiththegroup.TheremainderoftheAssessmentWorkshopisspentmappingprocessesandcapturingrelatedinformation.GOTOTECHNIQUESECTION–IMPROVINGABUSINESSPROCESS,PAGE183Itissometimesnecessarytofollow-uponitemsdiscussedintheworkshop.Ifpossibletrytosummarizetheseitemsforthegroupattheendoftheworkshop.Inmanysituationsformallyinvitingindividualstoparticipateisagoodidea.Itpreparesthem,givesthemtheopportunitytooptoutiftheydesire,andmakesthemfeeltheircontributionwillbeconsideredvaluable.AnexampleisshownintheEngagementManagementToolsSection.GOTOENGAGEMENTMANAGEMENTTOOLSSECTION–WORKSHOPINVITATION,PAGE163Activity2.5–ObserveWorkforceTheprimaryobjectiveofthisdivergentactivityistocontinuethediscoveryeffortandtoprove/disprovefindingsfrominterviewsandworkshops.ThiscantakemanyformslikesittingwithandmonitoringcallswithaTelephoneServiceRep,acpanyingalinemanagerforaday,informalemployeesurveys,orjustwalkingaroundliterallywatchingpeopleworkandinteract.Thiscanbedoneconcurrentlywiththedivergentassessmentworkshops.Itisremendedthatthepractitioner‘a(chǎn)ttach’themselvestoapieceofworkandfollowitthroughtheprocesstotheextentpossibleasapartofthisactivity.Activity2.6–DraftCurrentStateProcessMapsTheobjectiveofthisactivityistopreparedraftmapsoftheend-to-endcurrentstateprocessesandcaptureallrelatedprocessdatarequiredfortheparticularsituation.Itistypicallyonlynecessarytodrivedowntotheworkgroupviewintermsofdetail.Theindividualviewbeesimportantonceproceduresarebeingdevelopedwhichgenerallyoccursduringasubsequentprototypeorpilotphase.Thisactivitybeginsduringthecourseofthedivergentworkshops.Onastrategicortransformationalengagementwherebusinessprocessesoftenspanbusinessunitsandfunctionalareaspletingthemapsshouldbepletetwoweeksaftertheconclusionofthedivergentworkshopsatwhichtimetheconvergentworkshopsshouldbestarting.Thesearedraftssospeedisimportant.Theyshouldbegoodapproximationsbutneednotbeexactlyrightyet.Thepractitionershouldlistclarifyingquestionsastheyputthemapstogetherthatcanbediscussedinthenextsetofworkshops.Thepractitionershouldusethesedraftmapsintheconvergentworkshopsasabasisfordiscussion,theywillservethesamepurposeasthestrawmanmodelsdidinthefirstsetofworkshops.Asthesedraftsarebeingdevelopedthepractitionershouldalreadybeevaluatingprocessactivitiesthinkingintermsofwhatpartoftheprocessaddsvalueforthecustomer,whatpartsdon’taddvaluedirectlybutsupportthosethatdoandwhatiswaste.Thecurrentstateprocessassessmentisoftenusedfordemonstratinganunderstandingofthebusinessinitscurrentstate.Itisusedalsoto:?Identifyopportunitiesforimprovement.?Identifythegapbetweenthesponsoringorganization’sbusinessneedsandrequirementsandwheretheyarenow.?Gainanddemonstrateanunderstandingofcurrentoperationsandperformance.?Identifyfurtherrequirementsfortheprocess.?Understandtheconstraintsthesponsoringorganizationfaces.?Identifypartsoftheprocesses,activities,andactivitiesthataddvalue.?Identifypartsofthecurrentprocessthatarenon-valueadded(intheeyesoftheCustomer,SuppliersandtheSponsoringOrganization).?Identifyweaknessesinthecurrentperformancemeasurementsystem.GOTOTECHNIQUESECTION–MAPPINGANDBUSINESSPROCESS,PAGE169Activity2.7–ConductConvergentAssessmentWorkshopsTheprimaryobjectivesofthisactivityareto:?Analyzetargetprocessesandreachasharedunderstandingwiththeclientaboutthefindings,?Exploretheimpactofrelatedorsupportingcapabilities,?Prioritizeissuesandfindingsbasedonperformanceimpactandmaterialsignificance.Dependingonthesizeoftheengagementandtheresourcesatthepractitioner’sdisposalitmaybenecessary/preferabletoachievetheobjectivesofthisactivitythroughone-to-oneorsmallgroupinterviewswithparticularSMEsinsteadofconductingworkshops.Thisdecisionisatthepractitioner’sdiscretion.MuchoftheinformationregardingworkshopmechanicsandfacilitationprovidedfortheCurrentStateAssessmentDivergentWorkshopsisapplicablehereaswell.Thepractitioner/facilitatorshouldeintotheconvergentworkshopwithpleteandvalidatedcurrentstateprocessmapsanduptodateissuetables.Beforetheworkshopthepractitioner/facilitatorshouldcarefullyreviewthemapsandissuesandidentifyobviousinhibitorsandotherareasofinterestthatappeartoofferthegreatestopportunities.Intheworkshopthefacilitatorshouldhelptheparticipantsto:?Deconstructtheprocessesidentifyinginhibitorsandplacingthemincontext,?ExplainsituationswhereponentsofparticularcapabilitieslikeITorHRhaveanadverseimpactonprocesses,?Estimatethesignificanceoftheinhibitorsandotherproblems,?Articulatetherootcausesoftheinhibitorsandissues(pushparticipantstosaywhattheymeananddonotmakeassumptionsthatareliabletobequestionedlater).Makingthemostofworkshoptimeisimportant.Inanefforttoleveragethegroupthepractitioner/facilitatorcanaskorsuggestthattheparticipantstakenotesduringtheworkshopstoprovideinputinadditiontothatsharedwiththegroupduringtheworkshop.Itcanbewrittenrightonhardcopiesofthemapsoronnotepads.Attheendoftheworkshopthepractitionercanendupwithnotonlytheirownflipchartsheets/whiteboardprintoutsandthescribes’notesbutalsoinformationdirectlyfromtheparticipants.Don’tbeafraidtogettheparticipantsengaged.Activity2.8–AssessWorkforce(Optional)Thisactivityisoptional.Theprimaryobjectiveofthisactivityistoevaluateandexplaintheperformanceexhibitedbytheclient’slineandstaffworkersandmanagersinwholeorinpart.Thisinformationisthendistilledandintegratedwithotherassessmentinformation.ThisactivityisrequiredforTransformationalEngagementsbutitisoptionalherebecauseittakesconsiderableeffortwithoutaguaranteedbenefitandoftenrequirestheinvolvementofmanypeoplewhowouldnotbedirectlyinvolvedotherwise.Thepractitionershouldconsiderincludingthisactivityifthereisstrongevidencethatthereareseriousworkforceissuesthatneedtobeexploredbeyondwhatcanbelearnedininterviewsandworkshops.‘Evidence’wouldincludeunusuallyhighturnoverortransferratesforlineworkers,incrediblyshortaveragetenureforlinemanagersor,radicalchangestonewhiretraining.SkillAssessmentManyrobusttoolsareavailabletoevaluateskillsbuttheycanbecostlyanddisruptivetoaBPDengagement.Theclientmustdeterminewhetherornottheywanttousesuchatooltoobjectivelytestlineworker’sandlinemanager’sknowledgeineachofthetargetedskillareas.Ifnotthereareotheralternatives.TheycouldopttodeterminetheCurrentStatetoFutureStateskillsgapbymissioninganassessmenttobepletedbymanagersandsupervisors.Actualinputfromworkerswouldbeatmanagerdiscretion.AdatacapturemechanismwouldbesetupinExcelorAccessorsomethingsimilar.Thenmanagerswouldidentifyproficiencybycheckingoffoneofthefollowingforeachindividual’sskills:?Hasreceivedtrainingandcurrentlyperformsprocedures?Hasreceivedtrainingbutdoesnotperformprocedures?Hasnotreceivedtrainingbuthaspre-requisites?Hasnotreceivedtraininganddoesnothavepre-requisitesAnapproachlikethisgenerallyrepresentsaminimallevelofeffortonthepartofthepractitioner.Thepractitionercanalsoopttopursueanevenlessinvolvedapproachandstillreachareasonableconclusion.Awellconceivedsetofquestionsposedinaworkshoporasimplesurveycanprovideinsights.(Figure5.6)SkillGapDatacapturedwiththeassessmenttoolwouldbeanalyzed…usingtheappropriateparameterstodeterminetheextentoftrainingeffortnecessaryrequiredtoclosetheskillsgap.Onlyadescriptionofthefindingsandrelatedremendationswouldbeapartoftheassessmentordesigndeliverables.CompetencyModelsandJobDescriptionsThiskindofassessmentcanalsohelplaythegroundworkfornewCompetencyModelsorJobDescriptions.GOTOEXAMPLESSECTION–COMPENTENCYMODEL,PAGE303Figure5.6NewHireTrainingActivity2.9–CompleteCurrentStateProcessMapsTheobjectiveofthisactivityistopreparethefinalsetofcurrentstateprocessmaps.TheyareanimportantponentoftheCurrentStateAssessmentdeliverableandtheywillserveasareferencethroughoutthedevelopmentofthebusinesscase.Thetechniquessectionprovidesdetailarounddevelopingthesemaps.GOTOTECHNIQUESSECTION–IMPROVINGACURRENTSTATEPROCESS,PAGE183,DESIGNINGAFUTURESTATEPROCESS,PAGE212Activity2.10–EvaluateBusinessProcessesandPerformanceInhibitorTheprimaryobjectiveofthisactivityistopletetheanalysisofthetargetbusinessprocessesandallitemsontheperformanceinhibitorslistdevelopingbothperformancegapsandimprovementopportunities.TheoutputofthisactivityistypicallyaponentoftheCurrentStateAssessmentdeliverable.Muchofthisworkisdonebythepractitioner(s)aloneorwiththesupportoftheclientprojectteamifoneexists.Thisactivityshouldtakeapproximatelyoneweekonatypicaltacticalengagement.ThisactivitycanstartwhentheConvergentAssessmentWorkshopsarefinishedandallremaininginformationcollectioneffortsarepleted.Developingtherequiredperformancegapanalysiswillrequirethepractitionertoobtainbestpracticebenchmarksrelatedtokeyperformancemeasuresandfindings.AsthisactivityendsthepractitionercaninitiateworkonthefirstFutureStateDesignactivityandfromthispointonworkrelatedtothisactivitysetandFutureStateDesignactivitysetcanrunconcurrentlyuntiltheassessmentispleted.Thisisthebeginningof‘CrunchTime’.Fromthispointforwardthepractitionerhasgottothink‘onceanddone’.Itisallaboutconvergencetotheendoftheassessmentactivityset.Engagementscanrunintotroubleherewhenthepractitionerreturnstoadivergentmodeeitherbycontinuingtofollow-uponinpleteinformationcollectionactivitiesorbysuccumbingtotheurgetorevisitandrefineprocessmapsandinhibitorstatements.GOTOEXAMPLESECTION,GAPANALYSISEXAMPLE,PAGE278Activity2.11–IdentifyRootCausesandDevelopDesignThemesTheprimaryobjectiveofthisactivityistopleteasummaryofperformanceissuerootcausesdevelopingasmallnumberofverypowerfulthemesthatwillhelpfocustheFutureStateDesignandcreateasenseofurgency.ThepractitionerusuallypreparesapresentationandsharesitwiththeclientsponsorandkeySMEs.Byexplainingperformancegaps,summarizingissuesandotherfindingsanddevelopingthemes,thepractitionercannarrowinontheclient’simprovementpreferencesandhelpthemcoalescearoundchangedriversandimprovementlevers.Theoutputofthismeetingmustbecapturedandanalyzedbythepractitioner.ThisisthepointintimewhentheCurrentStateAssessme