Mobilisation Plan

Introduction

It is at the point in the plan that we start structuring the “Program Repository”. It is a significant program management support tool which serves as an “umbrella” framework that houses all project planning materials (i.e. contains phase-by-phase descriptions of all activities undertaken during the BPM program). There are a number of Tools and Architecture Frameworks that can used to assist in structuring the repository.

• TOGAF
• ITIL
• AQPC
• Essential Project (Open Source)
• etc

The diagram above is based on the TOGAF Core Content Metamodel and Extensions and is method I have used as a “Program Repository” that provides a comprehensive account of all decisions relating both to the “what” and the “how” of the BPI initiative. The Essential Project, is also an excellent example of an Enterprise Architecture Repository that meets the needs of a complex BPI Program. The repository integrates the “technical” aspects of BPI (e.g. assessment and design deliverables) with the “relationship” aspects of achieving stakeholder commitment (e.g. partnership with the program team, and employee-involvement strategies).

The “Program Repository” begins with the Mobilisation Plan, which relates primarily to the Envisage Focus and Design High Level phases, and is normally developed with the program team as a result of a CEO and/or leadership team “Arouse” process.  While additional planning details are added to the “Program Book” as the BPI program moves through its successive phases, there are two fundamental “shifts in emphasis” during the BPI program.

The first shift occurs while Design High-Level activities are being completed, when the organisation is beginning its migration towards adopting the new way of doing business.  At this point, the Mobilisation Plan is reassessed and updated (based on all current information) and the Migration Plan is developed.  Later, as the organisation completes Build activities, its focus shifts towards implementation activities.  At this point, the Migration Plan is revisited and revised, and Implementation Plans are developed.  As part of day-to-day project management, the three major plans are supplemented through the use of one or more project management techniques.

The diagram above illustrates how the BPI initiative begins with a Mobilisation Plan that is “fleshed out” in more detail as it evolves into the Migration and Implementation Plans.  This process of evolution  reflects the natural movement of major organisational change from an initial idea to concrete reality.

Description

n The Mobilisation Plan is the first section of the “Program Plan”.  It contains a high-level outline of all phases, the anticipated milestones of the project, and an initial detailed description of the activities conducted in the early stages of the project.  

• A comprehensive Mobilisation Plan  assures the program team that all important steps are being addressed.  It enables the program team organisation to gain consensus and share ownership of the overall project scope, the upcoming phases’ objectives and subsequent activities.
• The decision on an initial employee involvement strategy, or change leadership model, prepares the leadership team for the challenges of guiding employees through a major change.

Approach

1. Discuss with the CEO and the leadership team alternative approaches and strategies for involving people and leading them through the change process.
1. Visits to/from other organisations to discuss their experiences with large-scale change, and the negative and positive consequences of different degrees of employee involvement, are often highly beneficial.
2. Facilitate consensus of the leadership team regarding the most appropriate strategy for employee and stakeholder participation.  This step has a direct impact on how the BPI initiative will be,and alerts the leadership team to the necessity of team cohesion and consistent communication.
3. Create a draft project plan.
1. For the entire project (end-to-end), elements include:
1. project scope and overall objective
2. preliminary timeline showing all project phase
2. For the first phase (or immediate next phase) elements include:
1. activity descriptions, duration and milestones
2. specific resources required to complete activities
3. dependencies (or required predecessor tasks) associated with each activity.
4. Review plan with the CEO and/or the leadership team, revise if required, and obtain sign-off to proceed.

Tactics/Helpful Hints

• Start by identifying outputs on the timeline; then identify tasks and required resources.
• Identify integration points with other related program team processes, departments or on-going projects and build relationships into the project plan.
• Work as closely as possible with the project sponsor in establishing the project plan.
• Use Architecture Frameworks and Tools to ensure a consistency of approach and development of Business Architecture
• The Mobilisation Plan provides an opportunity to build relationships within the Organisation.  It provides the framework and a mechanism for controlling how resources are deployed, and for accurately gauging and reporting on progress.