BPDM+Section04（英文版）

1、30BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFOURENGAGEMENTTYPE1:TACTICALDESIGNSECTION4–ENGAGEMENTTYPE1:TACTICALDESIGNTACTICALDESIGNTheobjectiveoftacticaldesignisrapidandcost-effectiveoperationalimprovementwithinasinglebusinessunit.Typicallytheclientwillhavelittleappetiteforanysignificantinvestmentandistryingtoimproveperformancewithincurrentstateconstraintsandexistingcapabilities.Tacticaldesigndoesnotprovideafuturestatedesigndeliverable.(Figures4.1,4.2)Figure4.1TacticalDesignActivitySetsFigure。

2、4.2TacticalDesignEngagementLifecycle31BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFOURENGAGEMENTTYPE1:TACTICALDESIGNACTIVITYSET1.0–SETCOURSETheprimaryobjectiveforthisactivitysetistodeveloptheStatementofWork(SOW)andtheworkplanfortheengagement.TheprimarysourceofinformationfortheSetCourseactivitysetistheclientsponsor(s)andpersonstheydesignate.Alloftheactivitiesinthisactivitysetareimportantandallofthemshouldbecompleted.ThetypicaldurationforthisactivitysetforaTacticalDesignEngagementisonetotwoweeks.A。

3、swithallaspectsoftheTacticalDesignEngagementTypespeedandefficiencyareofprimeimportance.Activity1.1–DraftStatementofWorkTheprimaryobjectivehereistobeginwiththeendinmind.ThedevelopmentoftheSOWshouldbeginassoonastheengagementtypeselectionismade.Itisalwaysdevelopedincloseassociationwiththeclientsponsorandpersonstheydesignate.ItisrecommendedthatthepractitionerdraftapreliminarySOWveryquicklyandintroducethesponsortoitscomponents.Itisalsorecommendedthatallconsultantsinvolvedintheengagementbecomefamiliar。

4、withtheSOWearlyon.TheimportanceoftheSOWcannotbeoverstated.Itisthefoundationforeverythingthatcomesafter,itsetsexpectationsandwillcontinuetobeakeyreferencethroughtheengagement.TheSOWisoftenapartoftheengagementletter.Theformatmaybespecifiedinthemasterservicesagreementwiththeclient.AdraftoftheSOWshouldbecompletebythecloseofweektwo.Theappropriatelevelofdetailisdeterminedbythepractitioner.ThelanguageintheSOWshouldbepreciseandclear.BearingPoint’sSOWtemplateincludesthefollowingcomponents:•Startdatesande。

5、nddates•Definitionsofkeyterms•Assumptions•Scope•Objectives•Overviewoftaskstobeperformedbyconsultant•Milestones/timeline•Personnel(consulting)•Deliverabledescriptions•Locationofperformanceofservices•Clientobligations•Consultantcompensation(ifitistobeincludedinengagementletter)GOTOEXAMPLESSECTION–STATEMENTOFWORK,PAGE26232BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFOURENGAGEMENTTYPE1:TACTICALDESIGNActivity1.2–DevelopGovernanceStructureEvenrelativelysmallengagementsshouldhavepreciseandcleargovernan。

6、cestructures.Itisdevelopedjointlybetweentheclientsponsorandthepractitioner.Thelevelofdetailandspecificityofthedescriptionmayvarybutitshouldindicatewhoholdsthemanagementpositionsrelatedtotheengagementandgivesomeindicationwhattheirlevelofauthorityis.Itoftentakestheformofasimpleorganizationchartbutthepractitionermaybebetterservedusingapicturethatfocusesonspecificrolesliketheonebelow(Figure4.3).Thebeautyofthistypeofdiagramisthatitindicateswhotheprocessowneris.Thepractitionershouldalsoincludebriefdes。

7、criptionsofrolesandresponsibilities.Figure4.3TacticalEngagementGovernanceStructureExample33BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFOURENGAGEMENTTYPE1:TACTICALDESIGNActivity1.3–IdentifySMEsOncethepractitionerhasaclearpictureofthedeliverablesthatmustbedeveloped,theyshouldidentifythekeysubjectmatterexpertswithintheclientorganizationwhowillhelpinitiatethecollectionofoperationalinformationthatwillberequiredduringsubsequentactivitysets.Generallythesponsorwilldesignateanindividualtoassistthepracti。

8、tionerwithSMEidentificationandinitialcontact.UsetheSOWdeliverableslisttocreateachecklistoftheareasofinterestthatmustberepresented.Thisisalsothepointatwhichitismostappropriatetoconductanengagementkick-offmeetingwiththeclientsponsorandpersonstheydesignate,oftenprocessownersandkeySMEs.Activity1.4–DevelopEngagementManagementToolSetAntacticaldesignengagementcanbemanagedusingarelativelysmallnumberofmanagementtools.Thesetoolsshouldbedevelopedrapidlybythepractitioner.WorkPlanThemostimportantofthesetools。

9、istheworkplanwhichpicksupwheretheSOWleavesoff.Theworkplanforatacticalengagementneednotbeespeciallycomplex.Itshouldincludealistoftaskstobeperformedandtaskleveldetailforestimatedduration/worktime,dependencies,constraints,connections,andrequiredresources.Theinitialworkplanthenservesasaperformancebaseline.34BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFOURENGAGEMENTTYPE1:TACTICALDESIGNIfanengagementmanageronatacticalengagementisspendingmorethanapproximately10%oftheirproductiveworktimemaintainingproje。

10、ctmanagementtoolsthenthereishighprobabilitytheyarenotspendingenoughtimedevelopingdeliverables.CommunicationPlanBusinessprocessdesignengagementshaveanumberofstakeholdersontheclientsidebeyondthesponsorwhowillhavebothakeeninterestintheprojectanditsimplicationsforthefuture.Theyincludetheoperationsmanagers,lineworkers,supportareaslikeHRandIT,andoftenexecutivemanagement,suppliersandcustomers.Attheverybeginningoftheengagementthepractitionershoulddevelopaplantocommunicatewiththeminconjunctionwiththespons。