精品BPDM+Section05（英文版）

50BUSINESS PROCESS DESIGN OLOGY GUIDE SECT IO N F IVE ENGAGEMENT TYPE 2 STRATEGIC DESIGN 精品BPDM Section05 英文版 51BUSINESS PROCESS DESIGN OLOGY GUIDE SECT IO N F IVE ENGAGEMENT TYPE 2 STRATEGIC DESIGN Section 5 Engagement type 2 StRategic Design STRATEGIC DESIGN The aim of strategic design is typically to significantly change the business process in one or more business units or functional areas Capability elements may also be considered at points where they directly impact the business process The engagement is staffed with a small team of practitioners who work on it for the entire duration Figures 5 1 5 2 Figure 5 1 Strategic Design Activity Sets Figure 5 2 Strategic Design Engagement Lifecycle ACTIVITY SET 1 0 SET COURSE 52BUSINESS PROCESS DESIGN OLOGY GUIDE SECT IO N F IVE ENGAGEMENT TYPE 2 STRATEGIC DESIGN The primary objective for this activity set is to develop the Statement of Work SOW for the engagement The primary source of ination for the Set Course activity set is the client sponsor s and persons they designate All of the activities in this activity set are important and all of them should be completed The typical duration for this activity set for a Strategic Design Engagement is between one and two weeks The sequence of activities is not rigid and actually much of the work can be done concurrently Activity 1 1 Draft Statement of Work The primary objective here is to begin with the end in mind The development of the SOW should begin as soon as the engagement type selection is made It is always developed in close association with the client sponsor and persons they designate It is recommended that the practitioner draft a preliminary SOW very quickly and introduce the sponsor to its components It is also recommended that all consultants involved in the engagement become familiar with the SOW early on The importance of the SOW can not be overstated It is the foundation for everything that comes after it sets expectations and will continue to be a key reference through the engagement The SOW is often a part of the engagement letter or the at may be specified in the master services agreement we have with the client Though it is an engagement management tool and not a major deliverable it is appropriate to treat it like one Set a delivery date and complete it by that date and have the client sponsor commit to it Get a clear mandate the hammer for the work that is to be done This requires the practitioner to develop a clear understanding about the sponsor s authority power within the organization The appropriate level of detail is determined by the practitioner The language in the SOW should be precise and clear BearingPoint s SOW template includes the following components Start dates and end dates Definitions of key terms Assumptions Scope Objectives Overview of tasks to be pered by consultant Milestones timeline Personnel consulting Deliverable descriptions Location of perance of services Client obligations Consultant compensation if it is to be included in engagement letter Develop the SOW rapidly and bring closure to the effort so that all involved know it is finalized GO TO EXAMPLES SECTION STATEMENT OF WORK PAGE 262 53BUSINESS PROCESS DESIGN OLOGY GUIDE SECT IO N F IVE ENGAGEMENT TYPE 2 STRATEGIC DESIGN Activity 1 2 Develop Governance Structure Even relatively small engagements should have precise and clear governance structures It is developed jointly between the client sponsor and the practitioner The level of detail and specificity of the document may vary but it should indicate who holds the management positions related to the engagement and give some indication what their level of authority is It often takes the of a simple organization chart but the practitioner may be better served using a picture that focuses on specific roles like the one below which was used on a recent design engagement Figure 5 3 The beauty of this type of diagram is that it indicates who the process owners are The practitioner should also include brief descriptions of roles and responsibilities Figure 5 3 Strategic Engagement Governance Structure 54BUSINESS PROCESS DESIGN OLOGY GUIDE SECT IO N F IVE ENGAGEMENT TYPE 2 STRATEGIC DESIGN Activity 1 3 Identify SMEs and Client Team Once the practitioner has a clear picture of the deliverables that must be developed they should identify the key subject matter experts within the client organization who will help initiate the collection of operational ination that will be required during subsequent activity sets Generally the sponsor will designate an individual to assist the practitioner with SME identification and initial contact Use the SOW deliverables list to create a checklist of the areas of interest that must be represented It may or may not be necessary to a dedicated client project team for a strategic engagement It is up to the practitioner to decide if the scope of the work the relationship with the