Delivering Complex Programs with Consistency … 1 - Agile Project 2 - Waterfall Project 3 –Hybrid...

Delivering Complex Programs with Consistency and Success

Program ManagementÁrea | March, 2017

Deloitte

Playbook Contents

• Chapter 1: Introduction to Program Management

• Chapter 2: The PgM Journey

˗ Phase 1 – Imperative

˗ Phase 2 – Operationalize

˗ Phase 3 – Integrate

˗ Phase 4 – Execute

˗ Phase 5 – Sustain

Delivering Complex Programs with Consistency and Success 2

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Expositors


Miguel TorresManager Organizational

Project ManagemetDeloitte

PMO/PPP Operations Services

Rodrigo HolmbergManager Organizational

Project ManagemetDeloitte

PPP Consulting Services

Miguel HidalgoManager Operational

ExcellenceDeloitte

Master en Modelos de Gestión

Deloitte

Many Forces Drive Organizations to Transform

There are many forces driving companies to change how they do business, which is frequently addressed through large, complex, multi-discipline Transformation Programs

Successful transformation is not just about responding to individual triggers, but about effective integration and execution across all triggers to deliver the full value of a program


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What is complexity?

• There is no simple, widely accepted definition

• Complexity theory has been developed across fields including: cybernetics, systems thinking, computer science, engineering, physics, mathematics, earth sciences, sociology and philosophy

Truly Complex Projects

• Usually adaptive system of systems;

• Have high uncertainty in scope definition;

• Are distributed (organizationally, geographically, jurisdictionally);

• Have ongoing environmental and internal turbulence;

• Are most effectively implemented through wave planning; and

• Unable to be decomposed to elements with clearly defined boundaries.


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What is complexity?

A project’s complexity profile is a summary of inherent project risks and complexities measured across five standard categories and 29 factors; as such, it does not indicate how well a project is being managed. A project’s unique complexity profile drives the degree of focus, governance and control, that should be built into the overall plan.


Complexity categories

Stakeholders

This category gives consideration to the number of stakeholders, how they are aligned, and stakeholder power. Stakeholders include co-venture partners, government organizations, and large subcontractors.

Social Factors

This section assesses the challenges for the project associated with people change management and interaction between different stakeholders. It considers breadth of change across project roles and the organization and the level of paradigm shift for major stakeholders. The level of multi-disciplinary involvement and cross discipline familiarity is also taken into account.

Ambiguity

This section assesses the challenges associated with key assumptions, uncertainty, and risk. It also assesses how risk is shared among key stakeholders, and the level of certainty around project costs.

TechnicalDesign

This section assesses the challenges associated with system changes. Consideration is given to integration complexity, robustness, external technical interfaces, and overall system development complexity.

ProjectStructure &

Management

This section assesses the challenges for the project associated with the planning, management and execution of project activities. It also assesses levels of accountability, project team experience, schedule complexity, contracting mechanisms, degree of flexibility, timeframes, and cost.

Measurement scale

< 4Business as usual type projects, normally not formalized by most organizations.

4 – 5Generally well defined projects undertaken within a business unit.

5 – 6Generally core business projects that may be undertaken across several business functions and often have executive-level attention.

6 – 7Generally larger projects commonly undertaken across the organization. Normally have board-level attention.

7 – 8Generally larger projects commonly undertaken across the organization and create a noticeable impact on the organization. Normally have board-level attention.

8 – 9

Larger projects that are ambiguous in nature, are seldom undertaken across the organization and create a significant impact within the industry. Has board-level attention.

9 – 10Largest projects rarely undertaken by organizations that may involve and impact multiple organizations.

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The need for consistent Program Management

Why Programs Fail*

58% of client surveyed indicated that they don't have an assigned business transformation leader to lead their

business transformation efforts. It is critical to have a consistent, repeatable approach to transformation program management, as well as a consistent toolset, and qualified and experienced Program Managers.


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Enterprise Transformation Management (ETM) is a framework that facilitates the successful execution of critical activities across all phases


Strategy

ManagementGovernance

Performance

Management &

Reporting

Risk Management

Communications

& Change

Management

Enterprise

Transformation

Management

Description:Emphasizes executive-level visibility to consistently align transformation efforts with strategic vision, and deliberate processes around leading indicators / controls to increase proactivity, accountability, and effectiveness

Description:Stresses active identification and mitigation of potential barriers to transformation success, with particular attention paid to ownership, executive accountability, and cross-functional impact

Description:Tracks progress to business benefits and provides a comprehensive view of transformation impact through real-time executive-level dashboards and regular performance analysis

Description:Emphasizes meaningful engagement with key internal & external stakeholders to improve change readiness and ensure that impacts are embraced and sustained throughout the transformation

Strategy Management Governance

Performance

Management & Reporting

Risk Management

Communications &

Change Management

Description:Focuses on aligning long-term strategic objectives to transformation efforts that will collectively produce the desired enterprise end-state, with an emphasis on continually monitoring transformation activity based on priorities and impact

Risk Management

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Key Steps of the Transformation Journey Align to the Five Program Management Dimensions

By applying the five program management dimensions across the entire Transformation Journey, we can define, plan, monitor, and control the core dimensions of the program.


Imperative Operationalize Integrate Execute Sustain

Strategy Governance Performance RiskDecision

Management

Transformation

Imperative, Objectives

& Guiding Principles

Governance Framework

Implementation Plans Delivery AssurancePreliminary Set of

Initiatives

Decision Rights Framework

Transformation Pipeline

Interdependency

AlignmentProgram Health Checks

Executive ReportingContinuous

Improvement

Program Closure

Transition and

Knowledge Transfer

PgM Toolkit, Client Resources, and Supporting Knowledge

Enablers

Define Value

Expectations

Integrated

Transformation

Roadmap

Anchoring Decisions Risk – Value Analysis

Value Capture

Decision-Risk Analysis

Key

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PgM for Waterfall vs. Agile ProjectsWhen should a project be Waterfall vs. Agile?


Well defined Ongoing prioritizationScope

Predictive AdaptivePlanning Culture

Low HighNeed for Flexibility

Well understood UncertainTechnology

Specialized Cross-functionalTeam Composition

AgileWaterfall

Spectrum of Agility

Hybrid Agile

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Agile and Program ManagementThe potential Dilemma for Program Managers


PgM Challenge – Combining Agile, Waterfall & Hybrid Agile Projects in a Program

Project 1 - Agile Project 2 - Waterfall Project 3 – Hybrid Agile

Agile is characterized by:

• Estimated scope with fixed time and resources

• Requirements elaborated during sprints

• Flexibility – changes are easily accommodated

• Cross-functional teams

• Vertical slice of functionality completed each sprint

• Potentially shippable product after each sprint

Hybrid Agile is characterized by:

• Fixed scope with estimated time and resources

• High level requirements at the beginning of the project with prioritization and modifications throughout

• Cross-functional teams during sprints

• Sprints organized by features or prioritized processes

• Releases throughout or at end of project

Waterfall is characterized by:

• Fixed scope with estimated time and resources

• All requirements detailed at beginning of project

• Costly to incorporate changes

• Potential for team siloes

• Sequential work through each phase

• One release at end of project

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Phase One: Imperative

The following describes how to support a client’s transformation journey


DescriptionPgM Journey

Op

erati

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Su

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i. Governance Framework

ii. Decision Rights Framework

iii. Transformation Pipeline

i. Implementation Plans

ii. Interdependency Alignment

iii. Integrated Transformation Roadmap

i. Delivery Assurance

ii. Program Health Checks

iii. Executive Reporting

1. Strategy and Transformation Imperative

2. Objectives, Guiding Principles & Stakeholder

Management

3. Preliminary Set of Initiatives

• Understand strategy and the transformation imperative facing the client

• Establish the transformation objectives and guiding principles for decision making, and manage

Stakeholders

• Surface a preliminary set of transformation initiatives for analysis and prioritization

• Define approach for identifying, escalating, making, and communicating key decisions

• Develop detailed work plans and resource plans for the individual initiatives

• Analyze and rationalize initiatives and establish a pipeline of prioritized transformation initiatives

• Conduct transition and knowledge transfer to Business-As-Usual, and identify lessons learned for the

program

• Monitor and control all aspects of the transformation program and implementation progress

• Identify and align the dependencies between the initiatives

• Regularly assess the program’s management processes to identify gaps and areas that require

additional focus

• Develop approach and process for supporting and measuring continuous improvement

• Establish structures for governance and management of the transformation program

• Develop an integrated implementation roadmap for the overall transformation program

• Provide timely, actionable, and metrics-driven assessments of progress to key stakeholders

i. Transition and Knowledge Transfer

ii. Continuous Improvement

iii. Program Closure• Resolve outstanding issues, archive program documents, and conduct client acceptance

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Imperative Phase Outputs

At the conclusion of the imperative phase, three principle outputs will have been developed that will be further utilized in the operationalize phase


Operationalize Integrate ExecuteImperative Sustain

Transformation Objectives1Guiding Principles and Anchoring Decisions

2 Initiative Concept Notes3

Outputs from Imperative Phase

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Phase Two: Operationalize

The The following describes how to support a client’s transformation journey



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Management




Stakeholders






program




additional focus








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Transformation Program Governance and Management Structure

While governance structures for transformation programs may vary based on the needs of the organization, effective governance structures align key functions, leadership, and execution.


Transformation Management Office

Program Control

ProjectProject

Program Operations

Business Engagement

Domain Authority

Project

Program Sponsor

Business Engagement Functions:

Stakeholder Management Organizational Change Management

Training

Communications

Domain Authority Functions:

Requirements Management Data Architecture

Technical & Quality Standards

Business Process Management Technical & Business Architecture

Solution Planning

Program Control Functions:

Risk Management Integrated Release Management

Change Control

Benefits & Performance Management Quality & Standards

Program Operations Functions:

Budget Management Schedule Management

Program Reporting

Program Management

Program Director

Executive Steering Committee

Project

Legend

Program Level Project LevelTransformation Strategy Level

Executive Steering Committee Functions:

Strategic direction and guidance Initiative prioritization and rationalization

Alignment with business needs and functions

Executive-level decision-making and issue resolutionSample Transformation Governance Structure

Project Functions:

Project Execution and Delivery Project Risk and Issue Management

Project Reporting

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Understand the dependencies between Scope, Issues & Risks

Issues, Risks and Changes impact each other, and they will impact Program resources and therefore timeline, scope and budget.


RiskManagement

IssueManagement Change

Control

When a Risk Is Realized, It May Become an Issue

Risks May Be Created From Issue Resolutions or From Issues That Are Left Unresolved

Issue Resolution May Impact Scope

Changes May Require Updates to the Resource Plans and IWP and vice versa

Issues May Require Updates to the Resource Plans and IWP and vice versa

ResourceManagement

IntegratedWorkplanning

Information Flow

Changes May Create Risks

Changes May Create Issues

Plan or Resource Changes May Create Risks

Risks May Create Changes to Plans

Risks May Create Scope or Change Requests

Managing these processes carefully and understanding the dependencies minimizes (unpleasant) surprises

for you and your client! Leverage the capabilities of your PgM tool* related to tracking and escalation.

*A detailed overview of Deloitte’s recommended PgM tool can be found in the PgM toolkit chapter of this deck.

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Decision Rights Framework

• Decision Rights are a key component of success for transformation programs and are about making business decisions. They are a framework by which business issues requiring formal decision making can be managed

• These decisions can be triggered by internal (e.g., request for funding) or external events (e.g., change in regulations) and require a consistent set of information / analysis to support decision making

• Decision Rights can be defined as:

˗ What decisions need to be made

˗ How to organize (committees/individuals) to make decisions

˗ What are the supporting management processes and tools to support decision making

An effective decision-making process can be managed by utilizing a Decision Rights Framework so that all participants understand and adhere to their roles, responsibilities, and authority.


Components of a Decision Rights Framework:

1. Decision Inventory A list of the types of decisions that need to be made

2. Roles and Responsibilities

Determine groups/individuals involvement in each decision based on a RACI (Responsible, Accountable, Consulted, Informed) model

3. Decision-Making Processes

Documenting high level decision-making process to enable efficient execution of business processes across multiple functions

4. Decision Rights ModelA hierarchy of decision-making groups owning the defined decisions. It facilitates interaction among key stakeholders involved in the decision making process

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Develop Transformation Pipeline

Using high-level estimates from the initiative prioritization exercise, draft transformation pipeline of initiatives as a starting point for the development of the robust transformation roadmap. The pipeline indicates which set of initiatives should be executed in the short, medium, and long-terms.


1. Initiative C

2. Initiative A

3. Initiative E

4. Initiative B

5. ....

m.....

n. Initiative X

o. Initiative Y

p. Initiative Z....

Budget / Resource cap

Wave I

Wave II

Wave III

Ranked Queue Transformation Pipeline

Note: Size of bubble represents relative size of opportunity for each Function

Time (0-30 months)Lower

Higher

Dif

ficu

lty t

o A

ch

ieve

Risk

Finance

Operations

Technology

Legal and Compliance

Human Resources Real Estate

Comms and Branding

Cross Functional

Wave IIIWave IIWave I

Illustrative

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Operationalize Phase - Outputs

In the Integrate phase, these major outputs will be synthesized along with other tools into a robust Transformation Roadmap



Governance Structure1 Change Management Plan2 Initial Pipeline Plan3

Outputs from Operationalize Phase

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Phase Two: Operationalize

The The following describes how to support a client’s transformation journey



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Management




Stakeholders






program




additional focus








Deloitte

Detailed planning aligns stakeholders and ensures success

Effective planning maps out tasks of projects in the program, timing, roles, and responsibilities. Project schedules are a key tool to ensuring stakeholders understand their responsibilities and expectations and that the program has appropriate insight into activities and resources necessary to complete the project scope.


Project Schedule

Programs typically use PMC and MS Project to build and manage project schedules

Schedules are then uploaded into HP PPM PgM for ongoing management at the Program Level

Milestone

Requirements R1 - Objectives Approved

R2 - Requirements Elicited & Documented

Process

P1 - High Priority Process Artifacts Completed

P2 - Medium Priority Process Artifacts Completed

P3 - Low Priority Process Artifacts Completed

Project

Rollout

D1 - Design Complete

B1 - Build Complete

IR1 - Implementation Readiness Complete

DP1 - Deployment Complete

C1 - Project Close

Project element finish dateFinish

Planned project deliverable for each element

Deliverable

Project element start dateStart

Duration of project elementDuration

Estimated % complete of project element% Complete

Name of team / project elementName

Dependencies external to project work planExternal

Dependency

Dependency element # within work planPredecessor

Key assumptions / rationale for element durations

Estimate Assumptions

Resource ownership of project elementsResource Names

Standard Project Schedule Fields Milestones

Initial Pipeline Plan

Begin developing project schedules using output from Phase 2’s “Initial Pipeline Plan”

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Implementation Plans – Reporting

High-level program reporting across project milestones is imperative to successfully track and understand progress.


2009 2010

SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEPT

IMO R2 – Requirements Elicited

and Documented

IMO R3 – Business Requirement

Approvals Completed

IMO R4 – System Requirement

Approvals Completed

IMO P1-3 - Process Artifacts

Completed

IMO D1 - Design Complete

IMO B1 - Build Complete

IMO T1 - Independent System

Testing Complete

IMO IR1 - Implementation

Readiness Complete

IMO DP1 - Deployment Complete

IMO TR1 - Training Complete NOT APPLICABLE

0%

0%

0%

0%

0%

0%

(0 of 3)

(0 of 3)

(0 of 3)

(0 of 3)

(0 of 3)

(0 of 3)

100% (3 of 3)

100% (3 of 3)

100% (3 of 3)

Individual Project Schedules Individual Workstream-Level Reports

Pro

ject

A

Each project builds a detailed bottoms-up

workplan

Projects from the same workstream are consolidated into a standardized reporting template, which provides:

Quick, simple view of the overall workstream progress and schedule

Ability to track completed, early and late milestones in a program-wide forum on a weekly basis

Pro

ject

B

2009 2010

SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEPT

IMO R2 – Requirements Elicited

and Documented

IMO R3 – Business Requirement

Approvals Completed

IMO R4 – System Requirement

Approvals Completed

IMO P1-3 - Process Artifacts

Completed

IMO D1 - Design Complete

IMO B1 - Build Complete

IMO T1 - Independent System

Testing Complete

IMO IR1 - Implementation

Readiness Complete

IMO DP1 - Deployment Complete

IMO TR1 - Training Complete NOT APPLICABLE

0%

0%

0%

0%

0%

0%

(0 of 3)

(0 of 3)

(0 of 3)

(0 of 3)

(0 of 3)

(0 of 3)

100% (3 of 3)

100% (3 of 3)

100% (3 of 3)

Workstream A

Workstream B

Today’s Date

Current date for status tracking reference

Progress Bar

% complete of the specific milestone category

Note: A Milestone is defined as a significant event or time period within the life cycle of the project. These typically are used for progress reporting or linking to external dependencies. Milestones are usually zero effort, zero duration tasks that have predecessor/successor links or constraints and no resource assignments

Milestone Quantity Information

Number of milestones complete out of the total across the workstream

Milestone End Date

Planned final completion date across milestone category

ILLUSTRATIVE

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Implementation Plans – Planning Project Resources

Allocating and managing against a resource plan ensures projects stay within budget and meet defined milestone dates


ProgramName

Project Name

ResourceType

External- Hourly

Rate

ResourceName

PM Comments

Start Date

End Date

Total Hours

RateTotal Cost

Day 1 –Paper

XXX XXX XXX John Smith

Securedavailability

5/16 9/30 XXX XXX XXX

Select descriptive title for the resourceResource Type

Rate used for external resources – contractors and consultantsExternal Rate

Descriptive Project nameProject Name

Descriptive Program Name where applicableProgram Name

Resource’s nameResource Name

Resource type differs from identified listOther

Start of resource durationStart Date

End of resource durationEnd Date

Comments from the project manager / leadPM Comments

Calculated value of weekly hoursTotal Hours

Count of resource’s hours for the week ending on that date ; 1 full-time employee (FTE) is equivalent to 40 hr

Date

Resource Management Highlights

Project personnel needs with detailed resource estimates to ensure adequate staff levels

Forecast resource capacities and allow the Program Management team to proactively guide and assist project teams when needed

Enable Project Managers to track which roles have been filled and time periods which may be lacking resource coverage during execution

Snapshot of Resource Planning Grid

Column Descriptions

ILLUSTRATIVE

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Aligning Interdependencies

Identifying, managing, and aligning critical path project dependencies is key to minimizing the effect of slippages and mitigating the risk of overall delays.


Identify program-level milestones and dependencies with “Walk the Walls” workshop

1

Key Steps

Map identified interdependencies and points requiring coordination using Dependency Planner

2

Prioritize risk and plan mitigation strategies using Risk Management Framework

3

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"Walk the Walls" – Workshop Overview

“Walk the Walls” is a planning alignment exercise that enables the rapid identification of cross-team deliverables and dependencies throughout the program, and the building of an integrated milestone roadmap to govern the program going forward.


Inputs

Objectives

Outputs

Workstreams develop “Milestone cards” by identifying their respective:

− Program-wide deliverables

− Critical path milestones

− Cross-program interdependencies

Key ActivitiesTools

Transformation Pipeline

Detailed Workplans

“Walk the Walls” Workshop

Dependency Planner

Risk Management Framework

Review and ensure alignment on program-wide path to achieve transformation (milestones, dates, dependencies)

Develop mutual understanding of interdependencies across teams

Identify additional gaps, risks and issues, open questions, and open interdependencies

Document initiative interdependencies and establish points for coordination

Perform decision risk analysis to identify planning risks, determine degree of risk, and develop risk mitigation plans

Note: Walk the Walls is often used in M&A engagements. For more information, refer to the M&A Square 1 site for supporting tools and methods.

https://global.deloitteresources.com/services/manda/square1/Pages/Home.aspx

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"Walk the Walls" – Milestone Alignment Activity

During “Walk the Walls,” teams ensure that relevant milestones have been identified, milestone owners assigned, alignment on milestone timing obtained, and dependencies highlighted


Each team pre-populates index cards identifying their project’s

critical path milestones and interdependencies

Color-code dependencies based on type (e.g., dependency on IT,

go-live date, etc.) and/or priority

Post milestone cards to the “Wall”

Teams do preliminary “Walk the Walls” to obtain an initial

understanding of how the program’s deliverables relate

Prep

Present

Discuss

Review

Present inbound / outbound dependencies and timing for each

deliverable, spending more time on critical path deliverables

Identify risks or issues that might impact deliverables

Make note of any misaligned end dates, missing milestones /

dependencies, project scope overlaps, additional resourcing needs etc.

Milestone Description

End DateBegin Date

Function Name & #

Dependency

Format

Decommission ASU Daily Feed

Day 2May 25, 2012

FinanceP017

SWDNA

Example

Day 1

Critica

l

Detailed “Walk the Walls” with in-depth discussions if adjustments to

milestones, dates, dependencies, resourcing, and/or scope are needed

Identify and define interdependencies; ensure that teams are aligned on

dependency needs and timing

Raise any concerns that should be recorded in the “parking lot”

At the end of the session, the group will:

Review the revised wall to ensure that the new timeline is accurate

Work through any issues captured in the “parking lot”

Document all identified interdependencies

Note: Walk the Walls is often used in M&A engagements. For more information, refer to the M&A Square 1 site for supporting tools and methods.

https://global.deloitteresources.com/services/manda/square1/Pages/Home.aspx

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High-Level Initiative Roadmap – Example

The high-level roadmap displays the major initiatives identified to transition the client’s future state:


2013 2014 2015 2016

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Phase 2:Transformation

Initiatives

Phase 1: Transition

Ready

Organization transition

Single view of the customer

Finance updates

Master data mgmt. (MDM)

Customer RelationshipManagement (CRM)

Client interaction model

Core systems fit-gap analysis

Customer segmentation

Core systems capabilities

Culture def.

Key business milestones

Phase 3: Optimization

Initiatives

Insurance sales

Supp/tax info deadline

Insurance sales Insurance salesClaims Claims (Harvest)

Crop HPRdeadline

AgriStabilityfee deadline

Claims Claims (Harvest) Claims Claims (Harvest)

Crop HPRdeadline


Crop HPRdeadline


Phase 4:

Final

Benefits delivered in Phase 2 (2013/14):

• Defined org. structure, RACI, job descr.• Program | product changes implemented• Customer segmentation strategy complete

• MDM implemented• Channel strategy complete


• New policies and procedures defined• Staff trained and systems updated to support new org. structure

• New org. structure fully transitioned• CRM implemented• Portal content migrated to new platform


• Portal enhancements (TBD)

Systems operations and maintenance

Supp/tax info deadline

Supp/tax info

deadline

Support staff in new roles

Employee portal upgrade

CRM discovery complete CRM implemented

Jan Dec Jan Dec Jan Dec

High availability data centre implementation with disaster recovery

Oracle DB & PB upgrade

KnowledgeManagement (KM)

KM strategy defined

KM tools and processes in place

Farm loans sales Farm loans sales Farm loans sales

Competency classificationsolution

and strategy

Future-state culture defined

Legend

Foundational initiative

System initiative

Dependencies

Future initiative (to be defined)

Non-transformation (operational)

Milestone

Performance management system upgrade

Data clean-up complete

MDM standards and system in

place

Culture strategy defined

AgriStability supplementaryfee deadline

Future state processes defined

Policies, procedures & systems | workflows updated

Future state processes, policies, and procedures

Organization structureJob descr. &

classifications

Organization training and transition

New org. structure in placeInitiate corporate training plan

Program | product updates

Program | product changes implemented

Ongoing program | product updates

Core systems transition strategy

ILLUSTRATIVE

Deloitte

Business Transformation Methodology

The following is a generic methodology that contains most of the common activities found in business transformation projects


Company Vision

Technology

Business / CustomerStrategy

PMO

2. Project Organization

1. Project Administration

3. Risk, Issue, Decision Management

5. Project Finance

4. Project Reporting

6. Deployment Readiness

2. Environment Management

1. Architecture

3. Data Conversion

4. Management Information

2. Leadership & Stakeholder Alignment

1. Change Management

3. Communications

5. Org. Design & Workforce Transition

4. Learning & Capability Transfer

2. Process Design

1. Operating Model

3. Facilities

1. Strategy Design

Components of Business Transformation

5. Applications

6. Infrastructure 4. Real Estate

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De la Gestión de Proyectos a la Gestión de Procesos

Un Enfoque de Trabajo


Miguel E. Hidalgo G.Senior Manager - Operational Excellence

[email protected]

Deloitte

Se debe lograr una transición que genere el menor impacto y facilite la operación conforme a lo esperado


1

2

3Asegurar el Soporte e Instalaciones para la nueva estructura estructura organizacional.

Diseñar el modelo operacional futuro, vinculando la estrategia con objetivos tácticos

Asegurar que los procesos futuros (To Be):• Se alineen con la transformación• Maximicen la eficiencia• Mejoren la calidad del servicio/producto

Deloitte

Un enfoque integral


Deloitte

Un enfoque metodológico que permite la optimización y mejora de procesos, logrando alinearlos a los atributos del cliente y estrategia de la organización


Controlar

Rendimiento

Objetivo: Monitorear

y mejora continua.

Valores

Fundamentales

Personas

Excepcionales

Objetivo

Común

Alta

Colaboración

Ejecución de

Excelencia

Definir Oportunidades

Objetivo: Identificar el

problema, alcance del

proyecto y establecer

metas de mejora.

Medir Rendimiento

Objetivo: Medir el estado

actual del rendimiento del

proceso e identificar

oportunidades.

Analizar Oportunidades

Objetivo: Identificar las

causas y evaluar

potenciales soluciones.

Implementar

Objetivo: Desarrollar

soluciones para enfrentar

las causas.

Mejoramiento de Negocio

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Integrando…


Definir Analizar Implementar ControlarMedir

Asegurar el Soporte e Instalaciones para la nueva estructura estructuraorganizacional.

Diseñar el modelo operacional futuro, vinculando la estrategia con objetivos tácticos

Asegurar que los procesos futuros (To Be) se alineen con la transformación, maximicen la eficiencia, y mejoren la calidad del servicio/producto

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En la fase “Definir” se revisa el estado actual, objetivos y planificación del proyecto


En la primera fase del proyecto se destina a evaluar el estado actual de la organización y planificar todas las actividades claves, plazos y productos.

Actividades Claves

• Establecer Modelo Operativo de Alto Nivel.

• Identificar la capacidad de gestionar procesos (Madurez).

• Determinar brechas y Plan de Implementación.

Herramientas


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En la etapa de “Medir” se analizan los atributos del cliente y se realiza un análisis de los procesos


Realizar análisis del desempeño actual de los procesos, identificar productos/servicios estratégicos, y los atributos que valora el cliente.

Actividades Claves

• Definir alcance y Plan de Implementación.

• Realizar análisis “Voice of the Customer” (VOC).

• Levantar procesos As Is y su evaluación (desempeño, KPIs).

• Identificar requisitos para el soporte e infraestructura.

• Redefinir Modelo Operativo.

Herramientas


Cont'd.

Infrastructure

Processes

D

Develop New Products/Services

D-160

Plan and Manage

Product Business

Plans

D-170

Define Marketing

and Sales Plan

(Customer

Requirements)

D-180

Conduct

Research and

Development

D-190

Develop and

Design Products

D-200

Develop and

Design Services

D-210

Develop and

Design Processes

D-220

Implement

Products/Services

D-230

Qualify Products/

Services

D-240

Manage Change

Orders

D-250

Manage Alpha/

Beta Product

Releases

D-260

Launch Products/

Services

K

Market Products and Services

K-010

Plan and Conduct

Research

K-020

Conduct Market

Analysis

K-030

Conduct

Competitor

Analysis

K-040

Define Categories

K-050

Identify Customer

or Market

Segments

K-060

Perform Internal

Assessment

K-070

Identify Marketing

Opportunities

K-090

Develop Product

Life Cycle and

Global Strategies

K-100

Develop

Positioning for

Products and

Services

K-110

Design and

Develop Pricing

Strategy

K-130

Design and

Develop

Promotion

Strategy

K-140

Design and

Develop

Advertising

Strategy

K-150

Develop Public

Relations Strategy

K-160

Develop Physical

Distribution

Channel Strategy

K-170

Manage Product

Obsolescence

K-180

Develop Sales

Force Strategy

K-190

Design and

Develop

Customer Service

Strategy

K-200

Develop Product/

Service Forecast

K-210

Implement/Control

the Marketing

Plan

S

Sell Products and Services

S-010

Analyze the Sales

Area

S-060

Develop Sales

Plan

S-070

Determine

Customer Contact

Team

S-080

Determine Call

Center

Infrastructure

S-090

Design and

Develop

Applications/

Infrastructure for

Internet Sales

S-100

Select/Manage

Resellers, Sales

Agents, Brokers,

Distributors

S-110

Build and Maintain

Relationship with

Customer and

Intermediary

S-120

Identify Specific

Sales

Opportunities for

Direct Sales

S-130

Initiate, Manage

and Close Direct

Sale

S-140

Initiate and

Manage Proposal

S-150

Initiate, Manage

and Close

Contracts

S-160

Initiate, Manage

and Close

Telemarketing

Sale

S-170

Initiate, Manage

and Close Internet

Sale

S-180

Provide Sales

Support

S-190

Manage and

Evaluate

Performance

S-200

Develop

Operating Plan

S-210

Close the Loop to

Marketing,

Planning,

Manufacturing,

and Logistics

Deloitte

En la etapa de “Analizar” se recopila y analiza la información obtenida


En esta etapa se analiza la información obtenida y se define un roadmap para la implementación óptima de cada uno de los procesos.

Actividades Claves

• Benchmarking del Modelo Operativo y/o comparación con el modelo actual.

• Realizar Benchmark donde se identifiquen las mejores prácticas y KPI’s de la industria.

• Realizar análisis causa-efecto. Simulaciones. Casos de Prueba.

• Identificar oportunidades y definir roadmap de implementación.

• Generar presupuestos para infraestructura y nuevos miembros del equipo.

Herramientas


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En la etapa de “Implementar” se incorporan las mejores prácticas de la industria y comienzan a rodar los nuevos procesos


Una vez que se tienen las oportunidades de mejora identificadas y validadas, se comienza a trabajar en el “vamos”.

Actividades Claves

• Diseñar procesos To Be, con todos sus elementos.

• Implementación de los nuevos procesos.

• Implementar la nueva infraestructura e incorporación de nuevos miembros del equipo.

• Generar las competencias del equipo.

Herramientas


Cont'd.

Infrastructure

Processes

D

Develop New Products/Services

D-160

Plan and Manage

Product Business

Plans

D-170

Define Marketing

and Sales Plan

(Customer

Requirements)

D-180

Conduct

Research and

Development

D-190

Develop and

Design Products

D-200

Develop and

Design Services

D-210

Develop and

Design Processes

D-220

Implement

Products/Services

D-230

Qualify Products/

Services

D-240

Manage Change

Orders

D-250

Manage Alpha/

Beta Product

Releases

D-260

Launch Products/

Services

K

Market Products and Services

K-010

Plan and Conduct

Research

K-020

Conduct Market

Analysis

K-030

Conduct

Competitor

Analysis

K-040

Define Categories

K-050

Identify Customer

or Market

Segments

K-060

Perform Internal

Assessment

K-070

Identify Marketing

Opportunities

K-090

Develop Product

Life Cycle and

Global Strategies

K-100

Develop

Positioning for

Products and

Services

K-110

Design and

Develop Pricing

Strategy

K-130

Design and

Develop

Promotion

Strategy

K-140

Design and

Develop

Advertising

Strategy

K-150

Develop Public

Relations Strategy

K-160

Develop Physical

Distribution

Channel Strategy

K-170

Manage Product

Obsolescence

K-180

Develop Sales

Force Strategy

K-190

Design and

Develop

Customer Service

Strategy

K-200

Develop Product/

Service Forecast

K-210

Implement/Control

the Marketing

Plan

S

Sell Products and Services

S-010

Analyze the Sales

Area

S-060

Develop Sales

Plan

S-070

Determine

Customer Contact

Team

S-080

Determine Call

Center

Infrastructure

S-090

Design and

Develop

Applications/

Infrastructure for

Internet Sales

S-100

Select/Manage

Resellers, Sales

Agents, Brokers,

Distributors

S-110

Build and Maintain

Relationship with

Customer and

Intermediary

S-120

Identify Specific

Sales

Opportunities for

Direct Sales

S-130

Initiate, Manage

and Close Direct

Sale

S-140

Initiate and

Manage Proposal

S-150

Initiate, Manage

and Close

Contracts

S-160

Initiate, Manage

and Close

Telemarketing

Sale

S-170

Initiate, Manage

and Close Internet

Sale

S-180

Provide Sales

Support

S-190

Manage and

Evaluate

Performance

S-200

Develop

Operating Plan

S-210

Close the Loop to

Marketing,

Planning,

Manufacturing,

and Logistics

Deloitte

En la etapa de “Controlar” se monitorean diseñan los tableros de control y se realizan revisiones a los procesos


En esta etapa se monitorean los procesos y su desempeño, de acuerdo a lo planificado, retroalimentándolos.

Actividades Claves

• Diseñar el tablero de control de los KPIs.

• Monitorear los KPIs y establecer la eficiencia de los procesos.

• Levantar alertas en caso de ser necesario.

• Realizar análisis causa-efecto para los procesos con bajo desempeño.

Herramientas


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Integrate Phase Outputs

At the conclusion of the integrate phase, three principle outputs will have been developed that will be further utilized in the Execute phase



Implementation Plans1 Interdependency Alignment2 Transformation Roadmap3

Outputs from Integrate Phase

Deloitte

Phase Four: Execute




Op

erati

on

ali

ze

In

teg

rate

Execu

teIm

perati

ve

Su

sta

in












Management




Stakeholders






program




additional focus








Deloitte

Execute Phase Outputs

At the conclusion of the integrate phase, three principle outputs will have been developed that will be further utilized in the Execute phase



Monthly Health Check Scorecard1 Integration Success Metrics2 Status Reports3

Outputs from Execute Phase

Deloitte

Phase Four: Execute




Op

erati

on

ali

ze

In

teg

rate

Execu

teIm

perati

ve

Su

sta

in












Management




Stakeholders






program




additional focus








Deloitte

Knowledge Transfer Framework

Separate from training for end-users, “Knowledge Transfer” is an integral part of the change process. It is the collaborative process of building explicit knowledge, skills, and abilities (along with the confidence to apply them) through activities, mentoring, and other project activities.


Change Readiness Assessment

Revise opportunities and barriers identified that must be addressed for the project to

be implemented successfully

Materials: Change Readiness Assessment, Phase 1

AMTRAK_104_02

Area Ready for Change Area of Potential Concern Significant Obstacles to ChangeArea Ready for Change Area of Potential Concern Significant Obstacles to Change

Sponsorship

How much support truly exists?

Vision Focus

How clear is the vision?

Vision Proposition

How strong is the business case?

Competing Initiatives

What other projects and initiatives will impact the transformation?

Organization/Infrastructure

How will our culture and organizational infrastructure

support the project?

Stakeholder Resistance

How much resistance exists?

Technical/Training

How skilled are individuals in the Technology and organization aspect of transformation?

The Change Risk Diagnostic provides a structured approach which can be used to rapidly identify the critical project risks that need to be addressed in the Change Management Plan

ManagementExecutives Employees Project TeamManagementExecutives Employees Project Team

Change Risk WheelChange Risk Wheel

Migration Plan

How clearly defined are the steps to achieving the future state?

Stakeholder Analysis

Identify and involve stakeholders with authority, power, and influence to lead and

visibly support the knowledge transfer

Materials: Stakeholder Analysis, Phase 1

Training

Develop materials and conduct trainings to ensure employees are provided skills to use

the new processes and systems to their work

Communications

Distribute communications to ensure that employees are well-informed about

and involved in the change

Materials: Change Management Communication Strategy, Phase 1

Knowledge Transfer Framework

Knowledge Transfer

Deloitte

Continuous Improvement – Overview

Continuous Improvement maximizes the organization’s ability to efficiently execute business processes in a way that is aligned with strategic goals, while ensuring improvements are institutionalized and engrained in the fabric of the organization.


Components of Continuous Improvement

WHY

Institutionalize an approach to track realization of benefits and maintain

value realization after program close.

WHO

Business as usual, steering committee, governance body, and knowledge

transfer teams involved.

WHAT

Disciplined approach to continually identify and evaluate opportunities for

service optimization

Identify key metrics that the program will focus on to drive Continuous Improvements to the business

Analyze causal hypotheses, identify root causes, validate hypothesis

Improve by developing ideas to address root causes, test solutions, execute improvement solutions/measure results

Control and maintain performance by establishing standard measures to enable continuous improvement, communicate results

Sustain transformation objectives by establishing a repeatable framework to identify, implement, and measure service improvement

Measure targeted KPIs, identify surface level opportunities or symptoms, baseline operational processes

Track, monitor, and sustain benefit / value realization resulting from transformation

Organizational Leadership sets strategic direction used to drive the Continuous Improvement program

Business stakeholders who focus on business value and business-facing improvements

Execution teams focused on ensuring successful transformation (i.e., Program, Continuous Improvement teams)

Deloitte

Formal Program Closure

All projects and programs have a finite start and end. Closing projects involves gaining stakeholder and customer acceptance of the final products and services, and bringing the program to an orderly end.

It is important to formally close the program in order to reflect on what can be learned to improve future transformations.


Closing ProcessProcesses performed to conclude all activities across the program to

formally complete the program, projects, or phase.

Focus on final product, service or result transition, and updating of organizational process assets

• Administrative Closure: Release project resources, return assets, pack up daily operations, etc.

• Handover: Conduct review meeting, train handover stakeholders

− Capture and handover all project artifacts and formal documentation on completion/termination of project/phase

• End of Project Learning: Update organization process assets, document lessons learned

Close Program, Projects, or Phase

Focus on formal closing of contract, procurement artifacts, and procurement-related lessons learned.

• Contract Closure: Formal closeout of all contracts, review of deliverables, conduct project deliverable acceptance

− Verify project scope and review terms and conditions

− Update organizational activities

− Receive formal written notice that contract is completed

Close Procurement Process

Evaluate

• What did we set out to do?

• What did we achieve?

• What went really well?

• What could have gone better?

• What prevented us from doing more?

• What can we learn from this?

After Action Review

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Delivering Complex Programs with Consistency … 1 - Agile Project 2 - Waterfall Project 3 –Hybrid...

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