Beyond Project and Portfolio Management, Identifying other high value performance improvement business opportunities

Chrysalis | BTS www.chrysalisbts.com


AdaptiveEffectiveEstablishedRudimentary

Business Value ApproachPerformanceMaturity

There are three core processes groupings in any organization which, individually or in combination, impact quality and efficiency of service or product delivery. Management processes: the processes that govern the operation of a system.

Typical management processes include Corporate Governanceand Strategic Management.

Operational processes: processes that constitute the core business and create the primary value stream. Typical operational processes are Purchasing, Manufacturing, Advertising and Marketing, and Sales.

Supporting processes: which support the core processes. Examples include Accounting, Recruitment, Call Center, Technical Support.


Document ManagementBusiness Intelligence

Client &Device Support

LoB

Inte

grat

ion


Partner ServicesSales Characteristics

Long-term• Business process improvement

/ re-engineering

• Strategy consulting

• Solution architecture assessments

• Technology roadmap development

• Avoids product positioning

• Establishes “trusted advisor” status

• Minimizes cost discussions(value is self-evident)

• Assigns customer goals

• Enables competitive, strategic wins

Busi

ness

and

Te

chno

logy

Str

ateg

y

Mid-term

• Increases impact

• Promotes efficiency

• Allows value-based discussions

• Focuses on solution selling

Solu

tion

Orie

ntat

ion

• Turnkey solutions:

project management, business analysis,

architecture, development, testing

and support services

Short-term

• Promotes quick sales

• Focuses on fact-based product and services selling

• Lays foundation for future wins

• Allows cost-based discussionsTran

sact

iona

l

• Contract developers

• Contract database administrators


Predictable Performance Improvement

Unlocking theValue of the Platform

Solution Strategy

Improvement Techniques

Performance Enablers

Change Capacity

Drivers, Objectives & Benefits

Platform Technology Assessment

Initiative Exploration & Technical Validation

Initiative Validation & Improvement Impact

Initiative Strategy & Launch Timeline

Phase Zero:Business Case Development

Phase Zero: to provide the necessary information to either support or disprove a business case hypothesis that an attractive opportunity exists for a particular improvement initiative to positively impact the performance of the organization.


Logical groupings of core business capabilities that allow an enterprise toadvance its agility towards achieving its business goals

Enablers are typically comprised of People – both internal and external Processes – formal and ad-hoc Technology – institutionalized and shadow Data – structured and unstructured

AdaptiveEffectiveEstablishedRudimentary

Business Value ApproachPerformanceMaturity


PERFORMANCEMANGEMENT TECHNIQUE

DESCRIPTION

1 Benchmarking Comparing performance metrics to industry bests

2 Activity Based Management Evaluating activities to improve strategic and operational decisions

3 Capacity Management Asset utilization improvement

4 Target Costing Reduce the overall cost of a product over its life-cycle

5 Balanced Scorecard Track of the execution of activities and monitor the consequences arising from these actions

6 Business Intelligence To support better business decision-making

7 Lean / Six Sigma Improvement through speed and defect elimination

8 Value Chain Analysis approach to support strategic planning

9 Business Process Re-engineering Redesign of a process, product or service

10 Just In Time Improve return on investment by reducing costs

11 Results Based Accountability Improve the performance of programs, agencies and service systems





LoB

Inte

grat

ion



Transparency and Accountability in Government

PerformanceManagement Desktop

Background

Situation

Goals

Data and Tools

Processes

People


DESCRIPTION











11 Results Based Accountability Improve the performance of programs, agencies andservice systems


Mission

Strategic Objectives

Strategic Goals

Performance Goals

Initiatives / Programs

Performance Indicators

Performance Targets


Climate change is a complex issue with many interrelated components that requires strong governance and coordination Federal lead with at least 12 federal departments Provincial, municipal, industry and citizen involvement Requirements to report to Parliament and international bodies

As a pilot project Treasury Board Secretariat began working with federal departments to develop and implement a new horizontal management agenda for climate change



Climate ChangeOver 140 Programs across

12 federal departments

Public Education & Outreach

Mitigation International Tech & Innovation Climate Change Science

Impacts and AdaptationStreams

Sectors

Sub-Sectors

Sub-Sub Sectors

Programs

IndustrialBuilt Environment Transportation Agriculture & Forestry Cross-cutting

Houses Policy Buildings

Existing HousesNew Houses Equipment

• Energy Efficient Housing Initiative

• Aboriginal and Northern Climate Action Program

• Energy Efficient Housing Initiative

• Retrofit of Existing Houses Incentive

• Aboriginal and Northern Climate Action Program

• Energy Efficiency Standards & Regulations

• Enhanced Equipment Market Transformation

• Renewable Energy Development Initiative

• Aboriginal and Northern Climate Action ProgramChrysalis | BTS www.chrysalisbts.com



LoB

Inte

grat

ion

Current State(As Is)

Desired State(To Be)




Clinical Trial Management

Corrective Action / Preventative Action

Background

Situation

Goals

Data and Tools

Processes

People



DESCRIPTION











11 Results Based Accountability Improve the performance of programs, agencies andservice systems




LoB

Inte

grat

ion

Current State(As Is)

Desired State(To Be)


Data and Tools

Process

People

Performance Management

Calls To Action

Uncover new opportunitiesDrive business performance optimization Integrate systems for

comprehensive business insight Further management methods and practices Embed industry best practices and standards into

operational processes Utilize the Project and SharePoint Server

platform to streamline broader business activities

Grow your services businessIncrease account footprint and develop new revenue streams Access new departments and new accounts Deliver higher value professional services Broaden your solution portfolio and sell net

new deployments


Beyond Project and Portfolio Management, Identifying other high value performance improvement business opportunities

Business

typical management processes

core processes groupings

strategic management

typical operational

business analysis

business casehypothesis

business goalsenablers

external processes formal