Phase 3 of the BPM Project Delivery Plan - Focus

Phase 3 Focus

The purpose of the Focus phase is to identify the major opportunities for performance improvement that are associated with existing processes, technology and human resources.  This identification comes not only from appropriate analysis of the existing environment, but also from a full understanding of the direction that the company is taking and the external environment (political, economic, social, etc.) in which it competes. The communication of these opportunities to the client serves to sensitise management to the scope/degree of changes being considered and allows for the prioritization of the design activities that are to follow in subsequent phases.

Upon completion of the Focus Phase, senior management will have a clear strategy of where they are taking the company.  Core team members will have a common understanding of the company’s current performance, associated opportunities and constraints to implementation, as well as the degree to which management is willing to support the solutions being contemplated.  Affected employees will be fully aware of the BPI program—why it is necessary, what aspects of the company may be impacted, as well as whether they will personally play a direct or indirect role in the various phases of the program. Priority Opportunities are isolated and, for the first time quantified, to a +/- 50 percent level of accuracy (confidence).  This effort, when carefully managed, adequately resourced and remaining under full sponsorship of the chief executive can be accomplished in three to five weeks.

Communication Plan

1. Establish a communication team composed of client and consultant team members.
2. Undertake a stakeholder analysis
3. Develop a draft Communication Plan
4. Review draft Communication Plan with sponsor(s) and confirm accountability.
5. Initiate Communication Plan with appropriate supporting communication vehicles.
6. Provide sponsors/change agents with feedback on the implementation of the Plan.

Critical Success Factors (CSFs)

1. Review the (Confirmed) Business Vision and Holistic Business Model  for CSFs.
2. Conduct interviews with senior managers to determine the Critical Success Factors.
3. Conduct a workshop with senior management to obtain consensus and buy-in.
4. Validate the finalized CSFs with selected external or internal customers.

  Key Performance Indicators

1. Conduct interviews with senior managers to establish performance indicators.

 Stretch Targets

1. Conduct a workshop to establish Stretch Targets and time frames for each indicator.
2. Validate and build consensus for the targets

Shared Values and Guiding Principles

1. Review and identify  key themes.
2. Interview leadership team to explore views on values and principles for future business.
3. Conduct focus groups with groups to validate expectations in stated values
4. Develop and present a report on Shared Values and Guiding Principles.
5. Conduct two-way feedback sessions with focus group participants on the report.

 Focus Areas

1. Develop an approach/to analyze the contribution of each process to BPI objectives.
2. Make a preliminary assessment of the contribution or each high level process.
3. Consider other "process attributes" or risk factors that might influence the selection.
4. Select the "highest-payback" processes for redesign.
5. Determine the schedule to assess and redesign the high-payback Focus Areas.

Requirements of Process Customers

1. Determine the best approach to evaluation and analysis.
2. Determine customer groupings
3. Schedule and conduct interviews and/or focus groups.
4. Synthesize results.
5. Review results with senior management.

"As-Is" Process Assessment

1. Determine the type of process model required.
2. Develop "As-Is" process models
3. Measure the current performance levels of processes
4. Gather relevant external benchmark data to determine the size of performance gaps.
5. Analyze findings from assessments to identify Priority Opportunities  and Quick Wins.
6. Review with the appropriate client authorities for validity/accuracy.

"As-Is" Technology Assessment

1. Assess current information systems support in the organization.
2. Develop current network, application, and data architecture models.
3. Identify potential IT issues to be considered during the redesign effort.
4. Coordinate efforts to assess current I/T performance.
5. Review with appropriate client personnel for accuracy

"As-Is" Human Resource Assessment

1. Review the conclusions of the Requirements of Process Customers deliverable.
2. Coordinate activities/findings with those undertaking the As-Is Process deliverables.
3.  Meet with internal Human Resource specialists to identify all possible sources of data. 4) Gather internal information from the client using focus groups, interviews, etc.
4. Gather external data on HR performance measures from external sources.
5. Analyze gaps between the current and desired level of performance.
6. Summarize conclusions; review with appropriate personnel for accuracy.

 Quick Wins

1. Compile all Quick Win suggestions gathered from previous project activities.
2. Conduct an assessment of the benefits, costs and implications of each Quick Win.
3. Present proposed Quick Wins to management for their feedback.
4. Develop detailed implementation plan for each approved Quick Win.
5. Prepare a communications strategy for each approved Quick Win.
6. Monitor the progress of the Quick Win implementation.

 Priority Opportunities

1. Review results from previous assessment activities and identify potential opportunities
2. Document results and communicate to appropriate audiences

 Design Charters

1. Confirm the scope and success targets for the defined area of work.
2. Establish major (high-level) activities that must take place within the given time frame.
3. Designate key team members and define objectives, approach, etc.
4. Review output of Step 3.0 with sponsor(s) and obtain sign-off agreement.