BPDM+Section04（英文版）

30BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFOURENGAGEMENTTYPE1:TACTICALDESIGNSECTION4–ENGAGEMENTTYPE1:TACTICALDESIGNTACTICALDESIGNTheobjectiveoftacticaldesignisrapidandcost-effectiveoperationalimprovementwithinasinglebusinessunit.Typicallytheclientwillhavelittleappetiteforanysignificantinvestmentandistryingtoimproveperformancewithincurrentstateconstraintsandexistingcapabilities.Tacticaldesigndoesnotprovideafuturestatedesigndeliverable.(Figures4.1,4.2)Figure4.1TacticalDesignActivitySetsFigure4.2TacticalDesignEngagementLifecycle31BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFOURENGAGEMENTTYPE1:TACTICALDESIGNACTIVITYSET1.0–SETCOURSETheprimaryobjectiveforthisactivitysetistodeveloptheStatementofWork(SOW)andtheworkplanfortheengagement.TheprimarysourceofinformationfortheSetCourseactivitysetistheclientsponsor(s)andpersonstheydesignate.Alloftheactivitiesinthisactivitysetareimportantandallofthemshouldbecompleted.ThetypicaldurationforthisactivitysetforaTacticalDesignEngagementisonetotwoweeks.AswithallaspectsoftheTacticalDesignEngagementTypespeedandefficiencyareofprimeimportance.Activity1.1–DraftStatementofWorkTheprimaryobjectivehereistobeginwiththeendinmind.ThedevelopmentoftheSOWshouldbeginassoonastheengagementtypeselectionismade.Itisalwaysdevelopedincloseassociationwiththeclientsponsorandpersonstheydesignate.ItisrecommendedthatthepractitionerdraftapreliminarySOWveryquicklyandintroducethesponsortoitscomponents.ItisalsorecommendedthatallconsultantsinvolvedintheengagementbecomefamiliarwiththeSOWearlyon.TheimportanceoftheSOWcannotbeoverstated.Itisthefoundationforeverythingthatcomesafter,itsetsexpectationsandwillcontinuetobeakeyreferencethroughtheengagement.TheSOWisoftenapartoftheengagementletter.Theformatmaybespecifiedinthemasterservicesagreementwiththeclient.AdraftoftheSOWshouldbecompletebythecloseofweektwo.Theappropriatelevelofdetailisdeterminedbythepractitioner.ThelanguageintheSOWshouldbepreciseandclear.BearingPoint’sSOWtemplateincludesthefollowingcomponents:•Startdatesandenddates•Definitionsofkeyterms•Assumptions•Scope•Objectives•Overviewoftaskstobeperformedbyconsultant•Milestones/timeline•Personnel(consulting)•Deliverabledescriptions•Locationofperformanceofservices•Clientobligations•Consultantcompensation(ifitistobeincludedinengagementletter)GOTOEXAMPLESSECTION–STATEMENTOFWORK,PAGE26232BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFOURENGAGEMENTTYPE1:TACTICALDESIGNActivity1.2–DevelopGovernanceStructureEvenrelativelysmallengagementsshouldhavepreciseandcleargovernancestructures.Itisdevelopedjointlybetweentheclientsponsorandthepractitioner.Thelevelofdetailandspecificityofthedescriptionmayvarybutitshouldindicatewhoholdsthemanagementpositionsrelatedtotheengagementandgivesomeindicationwhattheirlevelofauthorityis.Itoftentakestheformofasimpleorganizationchartbutthepractitionermaybebetterservedusingapicturethatfocusesonspecificrolesliketheonebelow(Figure4.3).Thebeautyofthistypeofdiagramisthatitindicateswhotheprocessowneris.Thepractitionershouldalsoincludebriefdescriptionsofrolesandresponsibilities.Figure4.3TacticalEngagementGovernanceStructureExample33BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFOURENGAGEMENTTYPE1:TACTICALDESIGNActivity1.3–IdentifySMEsOncethepractitionerhasaclearpictureofthedeliverablesthatmustbedeveloped,theyshouldidentifythekeysubjectmatterexpertswithintheclientorganizationwhowillhelpinitiatethecollectionofoperationalinformationthatwillberequiredduringsubsequentactivitysets.GenerallythesponsorwilldesignateanindividualtoassistthepractitionerwithSMEidentificationandinitialcontact.UsetheSOWdeliverableslisttocreateachecklistoftheareasofinterestthatmustberepresented.Thisisalsothepointatwhichitismostappropriatetoconductanengagementkick-offmeetingwiththeclientsponsorandpersonstheydesignate,oftenprocessownersandkeySMEs.Activity1.4–DevelopEngagementManagementToolSetAntacticaldesignengagementcanbemanagedusingarelativelysmallnumberofmanagementtools.Thesetoolsshouldbedevelopedrapidlybythepractitioner.WorkPlanThemostimportantofthesetoolsistheworkplanwhichpicksupwheretheSOWleavesoff.Theworkplanforatacticalengagementneednotbeespeciallycomplex.Itshouldincludealistoftaskstobeperformedandtaskleveldetailforestimatedduration/worktime,dependencies,constraints,connections,andrequiredresources.Theinitialworkplanthenservesasaperformancebaseline.34BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFOURENGAGEMENTTYPE1:TACTICALDESIGNIfanengagementmanageronatacticalengagementisspendingmorethanapproximately10%oftheirproductiveworktimemaintainingprojectmanagementtoolsthenthereishighprobabilitytheyarenotspendingenoughtimedevelopingdeliverables.CommunicationPlanBusinessprocessdesignengagementshaveanumberofstakeholdersontheclientsidebeyondthesponsorwhowillhavebothakeeninterestintheprojectanditsimplicationsforthefuture.Theyincludetheoperationsmanagers,lineworkers,supportareaslikeHRandIT,andoftenexecutivemanagement,suppliersandcustomers.Attheverybeginningoftheengagementthepractitionershoulddevelopaplantocommunicatewiththeminconjunctionwiththespons