Phase 4 of the BPM Project Delivery Plan - Design High Level

Phase 4 Design High Level

The objective of this phase is to develop a portrait of how the client organisation will conduct business in the future.  Design teams are chartered to support the core team in creating this portrait. It includes a description of and Business Case for the new or redesigned work processes, as well as an overview of technology and human resource changes that the eventual implementation of the recommended “To-Be” processes will require.  Sufficient detail is designed to enable a +/- 30 percent level of accuracy in expected benefits and cost.

By the end of the Design High Level phase, a complete business solution will have been designed, and a Business Case and the Migration Plan will have been agreed upon “in-principle” by senior management, and understood by all affected managers and staff.  The Program Office serves as the focal point of all migration planning and Business Case activities, maintains communication channels and dispatches unresolved issues that have been identified for further analysis in subsequent phases.  This multiple team client-consultant effort will require 8 to 16 weeks to complete, and is strongly dependent on the number and level of detail of migration scenarios contemplated. 

 Best Practice Comparisons

1. Identify and select activities for which Best Practice Comparisons are to be obtained.
2. Specify the scope and a measurement method for identified activities.
3. Plan data collection activities and responsibilities.
4. Collect appropriate external data.

 "To-Be" Process Model

1. Identify change ideas and organize them into a useful format.
2. Create the new process.
3. Document the new design.
4. Identify the impacts of the "To-Be" Technology Architecture and HR Model .

 "To-Be" Technology Architecture

1. Identify potential uses of new technologies.
2. Identify technology requirements, and develop architecture schematics.
3. Document implications of the architecture on the redesigned processes.
4. Present the "To-Be" Technology Architecture to senior management for approval.

 "To-Be" Human Resource Model

1. Co-ordinate with the "To-Be" Process Model and "To-Be" Technology Architecture .
2. Establish a specialist work composed of line managers, HR experts and consultants.
3. Identify the HR Management implications of the (Confirmed) Business Vision.
4. Review (or conduct) and assess Best Practice Comparisons of leading organizations.
5. Articulate a "vision" for HR Management and identify a range of creative solutions.
6. Identify an "ideal" Human Resource Management model.
7. Develop high-level "critical success factors" for each aspect of the HR model.
8. Document and present the "To-Be" Human Resource Model.

 "To-Be" Measurement Dashboard

1. Develop guidelines (or "groundrules") for defining an appropriate set of measurements
2. Review/define performance requirements for the new processes.
3. Validate the suitability of performance indicators/mechanisms in use for each process. 
4. Present to the full senior management team for discussion and approval.

 "To-Be" Validation

1. Select method(s) of process validation (e.g. Challenge Sessions).
2. Conduct validation activities
3. Analyze validation results and present them to senior management.
4. Make applicable changes to new processes based on results of validation activities.
5. Utilize the confirmed visualization as the basis for further communications.

 Information Technology System Requirements

1. Determine level of detail of the "functional" IT requirements.
2. Identify the "functional" IT and "business requirements" of the redesigned processes.
3. Prioritize requirements and perform weighting (if necessary)

 Hardware Selection/Software Selection (Package Software)

1. Survey the marketplace to determine whether an "off-the-shelf" solution exists.
2. Build a requirements matrix, prioritize it, and weight each factor.
3. Define the selection approach
4. Select a list of possible vendors.
5. Inform selected vendors about the selection process.
6. Conduct a vendor conference and/or respond to vendor inquiries.
7. Evaluate the preferred packages.
8. Conduct product demonstrations with a "short-list" of vendors.
9. Contact user-references provided by the vendor to obtain independent views.
10. Select the preferred vendor based on a balanced judgment of the best solution.
11. Negotiate a contract with the preferred vendor.

 Business Case

1. Identify/confirm the format of the Business Case, based on its defined purpose.
2. Develop a cost profile for each project.
3. Develop a benefit profit for each project.
4. Validate the information with key clients and identify preferred scenarios.
5. Consolidate individual project information into single summary.
6. Pre-present Business Case to decision maker(s)/Executive Steering Committee.
7. Alter the Business Case to reflect scenarios identified during initial pre-presentations.
8. Develop and present the final Business Case to the client and Steering Committee.
9. Communicate the Business Case to the entire organization.

 Migration Human Resource Strategy

1. Determine the key elements of the strategy  and discuss approaches and time frames.
2. Identify competencies required to perform anticipated duties required of each element.
3. Initiate coordination activities for each principle element identified in the strategy.
4. Obtain management approval (and funding) for the provisions  in the strategy.
5. Widely communicate the support options and policy changes to all employees. 

 Migration Plan

1. Define the migration strategy (e.g. key milestones or "plateaus", guiding principles)
2. Develop migration plan.
3. Identify and agree on the specific responsibilities of sponsors.
4. Review the Communication Plan and adjust to reflect the current needs of the project.
5. Develop mechanisms for monitoring and reviewing progress and implementation.