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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
BLCN Inc.BLCN Inc.Management Consulting
Strategy to Implementation A Roadmap To Success
April, 2004
Randy Somermeyer
BLCN President and Managing Principal
[email protected]
Making strategies actionable … and initiatives successful
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
BLCN Introduction
Making Strategies Actionable …
… And InitiativesSuccessful
BusinessValue
People•Change Management•Organization Design
Process•Process Design
•Continuous Improvement
Technology•Governance•Package Selection
Strategy
•Business Strategy
Validation
•TransformationManagement
Experienced Professionals:• Previous experience in business
operations • Cross industry • Multiple business domains • Common
methods
Operating Style:• Perform with client organization • Team
oriented / mentor and knowledge transfer• Operate within client
culture
Methods:• Issue based• Role based process• Software neutral•
Leverage client expertise• Flexible approach
Registered with SBAas a Small Business
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
An Integrated Approach
Strategic Action Planning
Strategy Validation
Vision Definition
Sales and Marketing
Lean Manufacturing
Project Management
Process Improvement
Training
Scenario testRequirementsPackage
selectionGovernanceTechnology
Post assmt
Follow up
Perform planning
Lessons learned
Target population
Implementation
Job design
Transition plan
Mid management
Understanding
Role Mapping
Team Building
Executive team
Awareness
ID org. impact
Stakeholder analysis
Organization
•Readiness
•Communications
•Job Design
•Project planning
Implementation
Policy, procedure
Detail Design
Role based design
Transition Reqmts
Root cause
Baseline
Issues and value
Process
•Phase
•Focus
Transformation Management Office
Functional Measures
Enterprise Measures Prioritization
CONTINOUS
IMPROVEMENt
• Product Development: Portfolio /TTM • Customer Touch Points:
Cust Sat / Mkt lift • Order Fulfillment: Cycle time / Inv
Visibility• Procurement: Strategic Source / Leverage Buy• Shared
Services: HR, Finance, Legal, etc• Global Process / Common
Process
BalancedScorecard
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Issue: 70% of all strategies fail due to poor execution. Poor
Strategy equals poor initiative execution and value.
• 85% of the Executive teams spend less than one hour per month
discussing strategy and direction of the business
• Only 5% of the business understands where the business is
going
• Only 25% of the managers have linked initiatives to
strategy
• Only 60% of the budgets are linked to strategy
What are some of the critical success factors?
• Clarity of direction and communication
• Ownership
• Linkage of Business objectives to initiative execution
• Supporting measurements to sustain direction
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Why are Vision, Strategy and Goals Important? Common issues:
• There is no reason to change, why do this?
• There is no defined end point, how do we know when we reach
our objective?
• Do we just improve it? What is success?
• Everyone has their own priorities, there is not a single
plan.
• We have so many projects that we don’t get anything done.
• Our roles and responsibilities are not well defined.
• No one takes charge.
• I am not sure how this all fits into the big picture.
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
They answer…
• What is the Business Direction?
• Are the components of the business direction clearly
articulated and
well-understood and accepted throughout the organization?
• Has the business direction changed recently?
• Is the business direction aligned with the other parts of the
company?
• Organization focus and coordination for future thinking
• Knowing what success is (when do you reach it)?
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Vision
• Vision: A view of what and where the organization will look
like in the future.– What type of organization is this?
– What is the market place?
– What is being delivered?
– What size of organization (revenue / people)
– Time Frame
– Not: We will be the supplier of choice
• A Vision can be used for a corporation, function, or
project
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Vision Drives Strategic Direction, Goals And Actions.Gaps
Between Current State And Strategy Defines Initiatives.
Mission What weRepresent
Vision Where weWant to go
Strategy How we getTo Vision
Initiatives Actions
Vision drivesActions
ActionsachieveVision
(Customer Competition Financial Suppler)
(Organization Operations Product)Goals Objectives
Current StateGaps
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Strategic Direction Is Key Element In Executing Product
Portfolio Management
LifeCycle
Field / EOLManagement
Pipeline Management
Product LinePlan Development
LaunchQualifyDevelopPlanConcept
Investment PrioritiesRecommendationsPipeline Data
Proposed Product Plans
Market AnalysisSolution Stacks
R&D Roadmap
Market AnalysisProduct Line StrategyPre-concept Product
Definitions
Brand Plan
Manage Market Segments andAssess Performance
Develop & Optimize Market Segment Plans
CreateMarketSegmentStrategy
Perform Portfolio Analysis
Define theMarket Segment
Understand the Marketplace
Past Strategies
Market Information
Customer Feedback
Competitive/ Competitor
Information
Technology Trends
Current Product Portfolio
Project Management DataSegment Performance Data
PortfolioManagement
ProjectExecution
Post ReleaseManagement
Drives Innovation
Trends: IntegrationReuse and extended enterprise
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Strategy Defines How Initiatives / Projects Will Be Executed
People Process Technology
Strategy“what wewant to doand why”
Operations“How wewill getit done”
Implementation“Getting it done”
Supports
SupportsSupports
Supports
Drives
DrivesDrives
Drives
What is theStrategicIntent?
What directionor operatingplatform do Iuse?
Supp
orts
Dri
ves
How do weleverage the people internaland external?
What are the roles, and howto measure?
How do I trainand maintainmy workforce?
Supports
Drives
Supports
Drives
What Hardware,Software, andDatabasesdo I use?
What app doI use and the infrastructure?
What are thedetailed policies,procedures,and tasks?
What are theBusinessProcesses?
Supp
orts
Dri
ves
Supp
orts
Dri
ves
Supp
orts
Dri
ves
Supp
orts
Dri
ves
Supp
orts
Dri
ves
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Large Efforts Can Be Managed With A Transformation Office Or
Program Management Office
Steering Committee(Company Leadership)
Transformation Office
Business Project 1
Business Project 2
Business Project 3
Business Project 4
I T Projects
T.O. Exec and ManagerCommon MethodsCentralize Change
Management
Integrated Design and Implementation
Strategy
Operations
Implement
Scalable
• Permanent part of the business • Scalable to the business
needs• Expanded PMO, not another layer• Drive project
efficiency
• Roles and responsibility• Project metrics and reporting• Issue
and change process• Funding and project life cycle
Support:HR and FinanceConsultant Resource
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Goals And Measurements Should Be Linked
Goal
This is a graphical representation, areas will not have the
same
amount of GoalsEmployee Performance Assessments
All Goals are supported by Key Performance Indicators that
measure progress in achieving the goal
Goal
Goal Goal Goal Goal
GoalGoal GoalGoalGoal
CorporateGoals
FunctionalGoals
DepartmentalGoals
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Goals And Measurements Support Changes
Goals• End Point / Defines Results
• Supports Strategy
Measurements• Measures ongoing results
• Monitors progress (Journey) to the end point
• Supports the Goal
• Measurable
• Time based
• Written
• Well defined / understood
• Have an owner
• Aligned with the Strategic Imperatives
Goals and measurements are:
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
A 2002 Study With 327 Organizations Found Five Key Themes
Related To Process Improvement Projects
The need to reduce cost/expense was the most frequently cited
business driver for reengineering projects with competitive
pressure, poor customer satisfaction and poor quality of products
and services rounding out the top-four.
1. The top activity that project teams would do differently on
the next project is more effective change management.
2. Teams whose projects were driven or heavily supported by top
management were more likely to complete their project at or above
expectations.
3. Participants overwhelmingly indicated that the planning
stage, where scope and roles were set, was the most important phase
in the project.
4. Resistance to change within the organization was cited six
times more often than any other as the number one obstacle to
successful implementation.
5. Nearly two thirds of a typical project was spent planning,
designing and gaining approval with only one third spent on
development and implementation of the solution.
Source: Prosci
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Many Projects Focus Technology Resulting in missed benefits
Source: Organization Dynamics,Jim Markowsky
Why Implementations Fail To Meet Objectives
Leadership: 42%• Lack of participation• Mixed Messages•
Ownership
Organization: 27%• Lack of involvement• Readiness•
Understanding
People: 23%• Job Change• Skill / Training• Reporting
Technology: 4%• Integration• Configuration
Other: 4%
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Alignment Of The Executive Team Is The First Step To Spread
Excitement Across An Organization
Alignment of goals -- understanding of roles --
communications
Sponsorship Ownership Excitement
Corporate Contagiousness
Defined Objectives / Value
$ Results $
Initiative Execution
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Avoid Solution Jumping By Using A Phased Project Approach
DeployContinuous
ImprovementBaselineProcessAnalysis
Detail Design
• Migration planning
• Scenario development
• Training assistance
• Baseline map• Role Mapping• Value statement• Executive
alignment
• To Be detail design map
• Job design• System
requirements
• Post implementation assessment
• Prepare for subsequent implementations
• Root Cause• Needs / Wants• Bottleneck• To-Be
characteristics
BLCN Key Activities
Organizational Change Management
Prep
• Increase throughput• Process based thinking• Process
ownership• Customer value
• Decrease complexity• Expand beyond desktop thinking• Reduce
formal handoffs• Reduce process waste
Quick Hits
Activity Based Activity BasedTransaction Based
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Process Mapping Is An Analysis And Communication Tool
DevelopRelationship Plan,Make relationship
promise
Develop financing /pricing strategy
Present MarketMessages, ID
existing offeringsfor needs
Identifyreq'd skills
Understandrelationship promise
ManageRelationship
Plan
OD To:Offering Dev
SKM To:Skills Mgmt
NoticeOpportunity
Qualify andForecast
Opportunity
ValidateOpportunity
SelectOpportunity
- ID Cust contact- Assign opportunityowner
- relevant customerbackground (.)- customer businessrqmts ()-
Determine solutiontype- validate interest- Assign OO
- tentative solution- financial info- forecast system,services,
financingand deploymentreq'ts-Continue decision
SKM To:Skills Mgmt
AcquireCustomer Info
RequestCustomer
SatisfactionFeedback
Plan andManage Market
Segments
ManageBusiness
Partner Channel
Manage Skillsand ResourceDeployment
Create MarketMessages
ResolvePervasiveCustomer
SatisfactionIssues
DetermineCustomer
SatisfactionStrategy
Create MarketMessages
MarketMessages
SKM From: Cust Team
MM From: Mkt Mgmt
DevelopOfferings
DevelopProducts
OD From: Cust Team
MM To: Cust Team
DevelopStandardContracts
DevelopDeploymentTemplates
DevelopDeploymentTemplates
CT To: Cust Team
Receive BrandMessage
Attend TradeShow
ReceiveAdvertising
Message
ReceiveLiterature
ReceiveRelationship
Plan Offer
Receive ProductLaunch
Message
Receive FutureProduct
DevelopmentMessage
TP2TP6 TP4TP8,9 TP3TP1 TP7
Provide Bus.Plan & Details
TP21 TP36
Manage Opportunity
CustomerRequest
Choose 1
Transaction
Order
Service Request
Product Request
Other
TP13
Govern Customer Teams
B To:Order
F To:Mfg/Proc Plan
DevelopAccount
Plan
Develop and Maintain Customer Relationship
Scope opportunity
Choose 1
Ready to proceed to OPM
Continue managing relation
Customer
Marketing
Quality
Deployment
ProductTeam
Planning
Process map size 3’ by X’ • Time based• Integrate multiple roles
/ functions• Provides an end-to-end view• Clearer linkages to
ancillary processes• Customer needs and touch points• Sometimes
called Swim Lanes
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Transition Planning: People, Process and Technology
Checker
Eng Designer
Technical Writer
Drafter
Analyst
TeamLeader
Eng. Administrator
Design Eng
TL1ScopeWork
EA1Assign Number
TL2Check Concept
RN0- 1Create/ModifyDesign Model
TW1Develop Spec.
Choose 1Dev. Concept DesgnDisapprove scopeUse ExistingDsgn
DE1
R2
Choose 1RejectApprove
R2
D1Doc. DetailDwg
A1Submit Analysis
C1CheckDrwgs
MultithreadReqts CgngModel OKModel not OK
R4
R4
Choose 1Approve ResultsChange ConceptChange Design
DE2 DE3
TL3R1
R1
R3
R3
Transition Planning
People
Process
Technology* * A majority of technology planning will come from
the systems integrator or internal IT staff
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Process, Job Roles, Operating Procedures And System Requirements
Need To Link To Each Other
Date last edited: 1/8/01Created By: Ken Beck Drawing1
IBM Innovation / DesignFlow ConsultingDesignFlow analysis
template with pageand style setupsDesignFlow™ DesignFlow™
AnalysisDiagram
ESMExecutive SiteManager(AudienceAdvocate) ESMESM ESM ESM ESM
ESM ESM ESM ESM
EBTe-BT(IRB and IPMT) EBTEBT EBT EBT EBT EBT EBT EBT EBT
SASStrategy,Architectureand Standards(e-BusinessArchitect)SASSAS
SAS SAS SAS SAS SAS SAS SAS
TDTechnologyDeployment(InfrastructurePlanner) TDTD TD TD TD TD
TD TD TD
BPEBusinessProcess Exec.Reps.(Business AreaOperationsSME) BPEBPE
BPE BPE BPE BPE BPE BPE BPE
PDTLaunchManager(PDT Lead) PDTPDT PDT PDT PDT PDT PDT PDT
PDT
DEVDevelopmentTeam Reps(Affected PDTLeader Reps.) DEVDEV DEV DEV
DEV DEV DEV DEV DEV
IGSIGS SolutionProjectManager(Developmentand TestResource Rep.)
IGSIGS IGS IGS IGS IGS IGS IGS IGS
GEOGEODeploymentReps(CountryDeploymentPlanners)
GEOGEO GEO GEO GEO GEO GEO GEO GEO
ISMIntegratedSolutionManager(Web SiteSolutionDesigner)ISMISM ISM
ISM ISM ISM ISM ISM ISM
PDO-200Conductreadinessassessment
Establish TeamPDT-200Multi-ThreadIdentify membersObtain
commitmentsOrient teamKick off projectFinishBFrom:EBT-130
PDOLaunchManager(PDT LeadChange Agent) PDOPDO PDO PDO PDO PDO
PDO PDO PDO
ESM-230R2
Manage RisksPDO-230Multi-ThreadIdentify initial risksDevelop
PlanFinish
DefineCommunicationsProgram PDO-210Multi-ThreadConduct
AssessmentDevelop PlanFinish ManageStakeholders
PDO-220Multi-ThreadIdentify stakeholdersDevelop PlanFinish
ManageStakeholdersExecute CommunicationsPlanManageRisks
EBT-220R21
Form PDT
IBM Innovation /DesignFlowConsultingDesignFlowanalysistemplate
withpage and stylesetupsSAS-260R61TD-260R63 EBT-260R65
Participate in DetailRequirements
DefinitionESM-210Multi-ThreadReview proposalDetail
requirementsInterlock with all BPEsFinish
Validate With CorporateBlueprint SAS-230Multi-ThreadAssess E2E
Arch.Define work activitiesSize preliminary costsIdentify
IssuesFinish
Assess Impact onCurrent PDTs DEV-230Multi-ThreadDefine Launch
effortPrioritize launch into planSize preliminary costsIdentify
issuesFinishIdentify Infrastructurerequirements
IGS-230Multi-ThreadCreate high level plan for: Personnel resource
Hardware Software CommunicationsIdentify work activitiesSize
preliminary costsIdentify issuesFinish
Review CorporateTechnology StrategyTD-230Multi-ThreadProvide
tech. directionIdentify work activitiesSize preliminary
costsIdentify issuesFinishAssess BusinessProcess Impact
BPE-230Multi-ThreadAssess plan impactIdentify work
activitiesIdentify issuesFinish
Refine/Expand Proposal Definition
Evaluate Site PlanImpactISM-230
Multi-ThreadAlign EWM initiativesDefine work activitiesIdentify
IssuesFinish
Input DeploymentConsiderations GEO-230Multi-ThreadCommunication
PlanJob Design Concede.Organization changesEducation planIdentify
work activitiesSize preliminary costsIdentify issuesFinish
Preliminary Launch Definition
Note: Includes all BPEPDTs including EWMdevelopment.
Issue managementPDT-220Multi-ThreadConsolidate issuesResolve
issuesFinish
Adjust current solutionrelease plans toaccomodate
thisproposal
Participate in DetailRequirements
DefinitionISM-210Multi-ThreadReview proposalDetail
requirementsInterlock with all BPEsFinishParticipate in
DetailRequirements DefinitionSAS-210Multi-ThreadReview
proposalDetail requirementsInterlock with all BPEsFinish
Participate in DetailRequirements
DefinitionTD-210Multi-ThreadReview proposalDetail
requirementsInterlock with all BPEsFinishParticipate in
DetailRequirements DefinitionBPE-210Multi-ThreadReview
proposalDetail requirementsInterlock with all BPEsFinishLead PDT in
DetailRequirements DefinitionPDT-205Multi-ThreadReview
proposalDetail requirementsInterlock with all BPEsFinish
Participate in DetailRequirements
DefinitionDEV-210Multi-ThreadReview proposalDetail
requirementsInterlock with all BPEsFinish
Participate in DetailRequirements
DefinitionIGS-210Multi-ThreadReview proposalDetail
requirementsInterlock with all BPEsFinish
Participate in DetailRequirements
DefinitionGEO-210Multi-ThreadReview proposalDetail
requirementsInterlock with all BPEsFinish
PDT-210Publish detailedrequirementsdefinitionPDT-215Lead
andmonitorprogress of PDTin preliminarylaunchdefinition
All issuesresolved?PDT-225Choose 1NoYesOpen IssuesPDT-230Choose
1Recommend stopEscalate issue
ESM-210Review stoprecommendation
PDT-235Prepare forissue escalation
ESM-240R6PDT-255R23
EBT-260R26
ManageStakeholdersExecute CommunicationsPlanManageRisks
Complete Proposal Definition
Lead PDT in Launchdefinition PDT-245Multi-ThreadConsolidate work
activitiesConsolidate costsEstablish schedulesResolve integration
issuesFinishPDT-265Review Launchdefinition withESM executives
All integrationissues resolved?PDT-250Choose 1NoYesResolve
IntegrationIssues PDT-255Choose 1Recommend stopEscalate issue
ESM-210R23
ESM-230Review LaunchdefinitionSo lu t ion Def in i t ion
Acceptrecommendation?ESM-220Choose 1YesNo
RecommendationSource? EBT-260Choose 1DCP review with
ESMIntegration issuesInitial definition issuesJ To:ISM-285
ISM-270R26ISM-230R21
EndAcceptRecommendation?EBT-240Choose 1YesNoESM-220Recommend
toto e-BT thatlaunch proposalstopped
ESM-240R5 ESM-270R7
RecommendationSource ESM-230Choose 1Integration IssuesInitial
definition IssuesISM-230R2
Type ofescalationPDT-240Choose 1Business
issueArchitectureTechnologyPDT-235R55
PDT-255R55
EBT-200ReviewBusiness issueescalationEscalation
resultsEBT-210Choose 1Terminate proposalRework Proposal
Escalation SourceEBT-220Choose 1Integration issuesInitial
definitionissuesEnd K To:ISM-270
KFrom:EBT-220
ISM-230R61SAS-240ReviewArchitectureescalation
Escalation resultsSAS-250Choose 1Terminate proposalRework
ProposalEscalation Source SAS-260Choose 1Integration issuesInitial
definition issues
ESM-210R62
SAS-250R62
ISM-230R63TD-240ReviewTechnologyescalation
Escalation resultsTD-250Choose 1Terminate proposalRework
Proposal Escalation SourceTD-260Choose 1Integration issuesInitial
definition issues
ESM-210R64
TD-250R64Review resultsESM-240Choose 1Approve
definitionTerminate projectRework
ESM-220R5ISM-270R6
JFrom:EBT-260 EBT-280R10ESM-270R8ISM-230
R65
ISM-270Integrate workactivities andschedules into aLaunch
definitiondocument
SAS-270Integrate workactivities andschedules into aLaunch
definitiondocument
TD-270Integrate workactivities andschedules into aLaunch
definitiondocument
BPE-270Integrate workactivities andschedules into aLaunch
definitiondocument
DEV-270Integrate workactivities andschedules into aLaunch
definitiondocument
IGS-270Integrate workactivities andschedules into aLaunch
definitiondocument
GEO-270Integrate workactivities andschedules into aLaunch
definitiondocument
EBT-230Receiverecommendationto stop
PDT-260Publish LaunchDefinitiondocument
Concept DCP Review
ManageStakeholdersExecute CommunicationsPlanManageRisks
Create detailedproject
planDEV-280Multi-ThreadResourceScheduleCostFinish
Create detailedproject
planISM-280Multi-ThreadResourceScheduleCostFinish
Create detailedproject
planIGS-280Multi-ThreadResourceScheduleCostFinish
Create detailedproject
planGEO-280Multi-ThreadResourceScheduleCostFinish
PDT-280Lead andmonitor PDTteam creation ofdetailed
projectplan
Create Plan Phase DetailedProject Plan
ManageStakeholdersExecute
CommunicationsPlanManageRisksManageStakeholdersExecute
CommunicationsPlanManageRisks
Note: Expand proposal'sperformance objectivesand establish
stresscriteria for testingNote: Expand functionalrequirements
Note: Includes CommonServices
Note: PDT consists of representative from: Industry Solution
Managers SAS Technology Deployment Business Process Execs (for
process areas affected) Development (other affected PDTs) IBM
Global Services GeographiesAs representatives on the PDT, theirs is
not anorganizational role but role as member of launch PDT
Parenthetical descriptionrepresents theorganization's role in
thisoperational process Note: Should alsoinclude interlock
withAudience Strategists
Note: On-going PDTLeader activitiesthroughot Concept PhaseCP
4
CertificationReviewrequired? BPE-234Choose 1YesNo
BPE-238Schedulecertificationreview
CP 5
CP 6
Process description / objective / purpose:This is the Concept
Phase of the Shuttle LaunchManagement System. This process will be
used tovalidate the concept of the proposed launch so thatthe e-BT
can make funding decision to continue
CP 2 CP 2EBT-250TerminateprojectEnd-to-end effort1. Facilitates
throughput improvement2. Acts as an umbrella for all the pieces3.
Drives process based thinking4. Used for scenario and
continuous
improvement follow on effortsHeader Details:Enter Customer
Bill-to, Ship-to, POnumber, contact nameand payment method
Line Details:Enter Item Information:item number (use Web
Product Cat), Qty
SOE-0
17
SOE-1
38SOE-1
29SOE-0
32SOE-0
31
SOE-0
24SO
E-01
9
SOE-0
16SOE-0
04
SOE-0
33SOE-0
34SOE-
035SO
E-128
SOE-0
26SOE-0
25
SOE-0
37
SOE-0
18SOE-0
30
Software Package Process Details1. Transaction level detail2.
Link system functions
Internal Operating Procedures1. Provides detail policy2. Process
structure
ISO Check points
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Critical Success Factors Regarding Change
• Clarity of direction or vision
• Compelling need for change
• Visible and committed leadership
• Targeted, effective communications
• Disciplined project management
• Measurable goals
• Broad-based participation
• NOTE: You may have to “stop the bleeding” in certain areas
before moving forward … to maintain attention / focus on the
roadmap
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
The end result is a successful transfer of ownership and
responsibility from the project team to the organization
Design Post-go-live
Pro
ject
Ow
ners
hip
Project team
Orga
nizati
on
Awareness
Understanding
Acceptance
Ownership
Time
High
Low
Bas
elin
e (A
S IS
)
Ana
lysi
s TO
BE
Det
ail D
esig
n
Impl
emen
tati
on
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Continuous Improvement
• Leverage input from post implementation readiness assessments
Hold workshops with direct and indirect functional areas:– Where
previous assumptions correct?– Were objectives / cycle times met?–
Have new issues come up?– New requirements from customers?–
Validate with recent scenarios
• Identify issues / changes• Update process map and supporting
text
as needed• Develop a correction plan• Establish next review
date
C h e c k e r
E n g Designer
Technical
Writer
Drafter
A n a l y s t
TeamLeader
Eng .
Administrator
Design
Eng
TL1ScopeWork
EA1Assign Number
TL2Check C o n c e p t
RN0-1Create/ModifyDesign Model
TW1Develop Spec.
Choose 1Dev . C o n c e p t DesgnDisapprove s c o p eU s e
Existing D s g n
D E 1
R 2
Choose 1RejectApprove
R 2
D 1Doc. Detail D w g
A 1Submit Analysis
C 1Check Drwgs
MultithreadR e q t s C g n gModel O KModel not OK
2R 4
R 4
1
Choose 1Approve ResultsC h n g e C o n c e p tC h n g e D e s i
g n
D E 2 D E 3
TL3R 1
R 1
R 3
R 3
ContinuousContinuousImprovementImprovement
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Like Process Continuous Improvement, Strategy Needs to Be
Reviewed, Validated For Environmental Changes
Mission What weRepresent
Vision Where weWant to go
Strategy How we getTo Vision
Initiatives Actions
Vision drivesActions
ActionsachieveVision
(Customer Competition Financial Suppler)
(Organization Operations Product)Goals Objectives
VALIDATION
RENEWAL
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BLCN Inc.BLCN Inc.Management Consulting
Copyright © 2004 BLCN Inc.
Open Discussion
• For additional information– Randy Somermeyer
• E-mail address: [email protected]
• Phone: 303-530-4895
– BLCN Website• www.blcn.net
• White papers available for download