blcn inc. strategy to implementation roadmap pres… · provide bus. plan & details tp21 tp36...

BLCN Inc.BLCN Inc.Management Consulting

Copyright © 2004 BLCN Inc.


Strategy to Implementation A Roadmap To Success

April, 2004

Randy Somermeyer

BLCN President and Managing Principal

[email protected]

Making strategies actionable … and initiatives successful



BLCN Introduction

Making Strategies Actionable …

… And InitiativesSuccessful

BusinessValue

People•Change Management•Organization Design

Process•Process Design

•Continuous Improvement

Technology•Governance•Package Selection

Strategy

•Business Strategy

Validation

•TransformationManagement

Experienced Professionals:• Previous experience in business operations • Cross industry • Multiple business domains • Common methods

Operating Style:• Perform with client organization • Team oriented / mentor and knowledge transfer• Operate within client culture

Methods:• Issue based• Role based process• Software neutral• Leverage client expertise• Flexible approach

Registered with SBAas a Small Business



An Integrated Approach

Strategic Action Planning

Strategy Validation

Vision Definition

Sales and Marketing

Lean Manufacturing

Project Management

Process Improvement

Training

Scenario testRequirementsPackage selectionGovernanceTechnology

Post assmt

Follow up

Perform planning

Lessons learned

Target population

Implementation

Job design

Transition plan

Mid management

Understanding

Role Mapping

Team Building

Executive team

Awareness

ID org. impact

Stakeholder analysis

Organization

•Readiness

•Communications

•Job Design

•Project planning

Implementation

Policy, procedure

Detail Design

Role based design

Transition Reqmts

Root cause

Baseline

Issues and value

Process

•Phase

•Focus

Transformation Management Office

Functional Measures

Enterprise Measures Prioritization

CONTINOUS

IMPROVEMENt

• Product Development: Portfolio /TTM • Customer Touch Points: Cust Sat / Mkt lift • Order Fulfillment: Cycle time / Inv Visibility• Procurement: Strategic Source / Leverage Buy• Shared Services: HR, Finance, Legal, etc• Global Process / Common Process

BalancedScorecard



Issue: 70% of all strategies fail due to poor execution. Poor Strategy equals poor initiative execution and value.

• 85% of the Executive teams spend less than one hour per month discussing strategy and direction of the business

• Only 5% of the business understands where the business is going

• Only 25% of the managers have linked initiatives to strategy

• Only 60% of the budgets are linked to strategy

What are some of the critical success factors?

• Clarity of direction and communication

• Ownership

• Linkage of Business objectives to initiative execution

• Supporting measurements to sustain direction



Why are Vision, Strategy and Goals Important? Common issues:

• There is no reason to change, why do this?

• There is no defined end point, how do we know when we reach our objective?

• Do we just improve it? What is success?

• Everyone has their own priorities, there is not a single plan.

• We have so many projects that we don’t get anything done.

• Our roles and responsibilities are not well defined.

• No one takes charge.

• I am not sure how this all fits into the big picture.



They answer…

• What is the Business Direction?

• Are the components of the business direction clearly articulated and

well-understood and accepted throughout the organization?

• Has the business direction changed recently?

• Is the business direction aligned with the other parts of the company?

• Organization focus and coordination for future thinking

• Knowing what success is (when do you reach it)?



Vision

• Vision: A view of what and where the organization will look like in the future.– What type of organization is this?

– What is the market place?

– What is being delivered?

– What size of organization (revenue / people)

– Time Frame

– Not: We will be the supplier of choice

• A Vision can be used for a corporation, function, or project



Vision Drives Strategic Direction, Goals And Actions.Gaps Between Current State And Strategy Defines Initiatives.

Mission What weRepresent

Vision Where weWant to go

Strategy How we getTo Vision

Initiatives Actions

Vision drivesActions

ActionsachieveVision

(Customer Competition Financial Suppler)

(Organization Operations Product)Goals Objectives

Current StateGaps



Strategic Direction Is Key Element In Executing Product Portfolio Management

LifeCycle

Field / EOLManagement

Pipeline Management

Product LinePlan Development

LaunchQualifyDevelopPlanConcept

Investment PrioritiesRecommendationsPipeline Data

Proposed Product Plans

Market AnalysisSolution Stacks

R&D Roadmap

Market AnalysisProduct Line StrategyPre-concept Product Definitions

Brand Plan

Manage Market Segments andAssess Performance

Develop & Optimize Market Segment Plans

CreateMarketSegmentStrategy

Perform Portfolio Analysis

Define theMarket Segment

Understand the Marketplace

Past Strategies

Market Information

Customer Feedback

Competitive/ Competitor

Information

Technology Trends

Current Product Portfolio

Project Management DataSegment Performance Data

PortfolioManagement

ProjectExecution

Post ReleaseManagement

Drives Innovation

Trends: IntegrationReuse and extended enterprise



Strategy Defines How Initiatives / Projects Will Be Executed

People Process Technology

Strategy“what wewant to doand why”

Operations“How wewill getit done”

Implementation“Getting it done”

Supports

SupportsSupports

Supports

Drives

DrivesDrives

Drives

What is theStrategicIntent?

What directionor operatingplatform do Iuse?

Supp

orts

Dri

ves

How do weleverage the people internaland external?

What are the roles, and howto measure?

How do I trainand maintainmy workforce?

Supports

Drives

Supports

Drives

What Hardware,Software, andDatabasesdo I use?

What app doI use and the infrastructure?

What are thedetailed policies,procedures,and tasks?

What are theBusinessProcesses?

Supp

orts

Dri

ves

Supp

orts

Dri

ves

Supp

orts

Dri

ves

Supp

orts

Dri

ves

Supp

orts

Dri

ves



Large Efforts Can Be Managed With A Transformation Office Or Program Management Office

Steering Committee(Company Leadership)

Transformation Office

Business Project 1

Business Project 2

Business Project 3

Business Project 4

I T Projects

T.O. Exec and ManagerCommon MethodsCentralize Change Management

Integrated Design and Implementation

Strategy

Operations

Implement

Scalable

• Permanent part of the business • Scalable to the business needs• Expanded PMO, not another layer• Drive project efficiency

• Roles and responsibility• Project metrics and reporting• Issue and change process• Funding and project life cycle

Support:HR and FinanceConsultant Resource



Goals And Measurements Should Be Linked

Goal

This is a graphical representation, areas will not have the same

amount of GoalsEmployee Performance Assessments

All Goals are supported by Key Performance Indicators that measure progress in achieving the goal

Goal

Goal Goal Goal Goal

GoalGoal GoalGoalGoal

CorporateGoals

FunctionalGoals

DepartmentalGoals



Goals And Measurements Support Changes

Goals• End Point / Defines Results

• Supports Strategy

Measurements• Measures ongoing results

• Monitors progress (Journey) to the end point

• Supports the Goal

• Measurable

• Time based

• Written

• Well defined / understood

• Have an owner

• Aligned with the Strategic Imperatives

Goals and measurements are:



A 2002 Study With 327 Organizations Found Five Key Themes Related To Process Improvement Projects

The need to reduce cost/expense was the most frequently cited business driver for reengineering projects with competitive pressure, poor customer satisfaction and poor quality of products and services rounding out the top-four.

1. The top activity that project teams would do differently on the next project is more effective change management.

2. Teams whose projects were driven or heavily supported by top management were more likely to complete their project at or above expectations.

3. Participants overwhelmingly indicated that the planning stage, where scope and roles were set, was the most important phase in the project.

4. Resistance to change within the organization was cited six times more often than any other as the number one obstacle to successful implementation.

5. Nearly two thirds of a typical project was spent planning, designing and gaining approval with only one third spent on development and implementation of the solution.

Source: Prosci



Many Projects Focus Technology Resulting in missed benefits

Source: Organization Dynamics,Jim Markowsky

Why Implementations Fail To Meet Objectives

Leadership: 42%• Lack of participation• Mixed Messages• Ownership

Organization: 27%• Lack of involvement• Readiness• Understanding

People: 23%• Job Change• Skill / Training• Reporting

Technology: 4%• Integration• Configuration

Other: 4%



Alignment Of The Executive Team Is The First Step To Spread Excitement Across An Organization

Alignment of goals -- understanding of roles -- communications

Sponsorship Ownership Excitement

Corporate Contagiousness

Defined Objectives / Value

$ Results $

Initiative Execution



Avoid Solution Jumping By Using A Phased Project Approach

DeployContinuous

ImprovementBaselineProcessAnalysis

Detail Design

• Migration planning

• Scenario development

• Training assistance

• Baseline map• Role Mapping• Value statement• Executive

alignment

• To Be detail design map

• Job design• System

requirements

• Post implementation assessment

• Prepare for subsequent implementations

• Root Cause• Needs / Wants• Bottleneck• To-Be

characteristics

BLCN Key Activities

Organizational Change Management

Prep

• Increase throughput• Process based thinking• Process ownership• Customer value

• Decrease complexity• Expand beyond desktop thinking• Reduce formal handoffs• Reduce process waste

Quick Hits

Activity Based Activity BasedTransaction Based



Process Mapping Is An Analysis And Communication Tool

DevelopRelationship Plan,Make relationship

promise

Develop financing /pricing strategy

Present MarketMessages, ID

existing offeringsfor needs

Identifyreq'd skills

Understandrelationship promise

ManageRelationship

Plan

OD To:Offering Dev

SKM To:Skills Mgmt

NoticeOpportunity

Qualify andForecast

Opportunity

ValidateOpportunity

SelectOpportunity

- ID Cust contact- Assign opportunityowner

- relevant customerbackground (.)- customer businessrqmts ()- Determine solutiontype- validate interest- Assign OO

- tentative solution- financial info- forecast system,services, financingand deploymentreq'ts-Continue decision

SKM To:Skills Mgmt

AcquireCustomer Info

RequestCustomer

SatisfactionFeedback

Plan andManage Market

Segments

ManageBusiness

Partner Channel

Manage Skillsand ResourceDeployment

Create MarketMessages

ResolvePervasiveCustomer

SatisfactionIssues

DetermineCustomer

SatisfactionStrategy

Create MarketMessages

MarketMessages

SKM From: Cust Team

MM From: Mkt Mgmt

DevelopOfferings

DevelopProducts

OD From: Cust Team

MM To: Cust Team

DevelopStandardContracts

DevelopDeploymentTemplates

DevelopDeploymentTemplates

CT To: Cust Team

Receive BrandMessage

Attend TradeShow

ReceiveAdvertising

Message

ReceiveLiterature

ReceiveRelationship

Plan Offer

Receive ProductLaunch

Message

Receive FutureProduct

DevelopmentMessage

TP2TP6 TP4TP8,9 TP3TP1 TP7

Provide Bus.Plan & Details

TP21 TP36

Manage Opportunity

CustomerRequest

Choose 1

Transaction

Order

Service Request

Product Request

Other

TP13

Govern Customer Teams

B To:Order

F To:Mfg/Proc Plan

DevelopAccount

Plan

Develop and Maintain Customer Relationship

Scope opportunity

Choose 1

Ready to proceed to OPM

Continue managing relation

Customer

Marketing

Quality

Deployment

ProductTeam

Planning

Process map size 3’ by X’ • Time based• Integrate multiple roles / functions• Provides an end-to-end view• Clearer linkages to ancillary processes• Customer needs and touch points• Sometimes called Swim Lanes



Transition Planning: People, Process and Technology

Checker

Eng Designer

Technical Writer

Drafter

Analyst

TeamLeader

Eng. Administrator

Design Eng

TL1ScopeWork

EA1Assign Number

TL2Check Concept

RN0- 1Create/ModifyDesign Model

TW1Develop Spec.

Choose 1Dev. Concept DesgnDisapprove scopeUse ExistingDsgn

DE1

R2

Choose 1RejectApprove

R2

D1Doc. DetailDwg

A1Submit Analysis

C1CheckDrwgs

MultithreadReqts CgngModel OKModel not OK

R4

R4

Choose 1Approve ResultsChange ConceptChange Design

DE2 DE3

TL3R1

R1

R3

R3

Transition Planning

People

Process

Technology* * A majority of technology planning will come from the systems integrator or internal IT staff



Process, Job Roles, Operating Procedures And System Requirements Need To Link To Each Other

Date last edited: 1/8/01Created By: Ken Beck Drawing1

IBM Innovation / DesignFlow ConsultingDesignFlow analysis template with pageand style setupsDesignFlow™ DesignFlow™ AnalysisDiagram

ESMExecutive SiteManager(AudienceAdvocate) ESMESM ESM ESM ESM ESM ESM ESM ESM

EBTe-BT(IRB and IPMT) EBTEBT EBT EBT EBT EBT EBT EBT EBT

SASStrategy,Architectureand Standards(e-BusinessArchitect)SASSAS SAS SAS SAS SAS SAS SAS SAS

TDTechnologyDeployment(InfrastructurePlanner) TDTD TD TD TD TD TD TD TD

BPEBusinessProcess Exec.Reps.(Business AreaOperationsSME) BPEBPE BPE BPE BPE BPE BPE BPE BPE

PDTLaunchManager(PDT Lead) PDTPDT PDT PDT PDT PDT PDT PDT PDT

DEVDevelopmentTeam Reps(Affected PDTLeader Reps.) DEVDEV DEV DEV DEV DEV DEV DEV DEV

IGSIGS SolutionProjectManager(Developmentand TestResource Rep.) IGSIGS IGS IGS IGS IGS IGS IGS IGS

GEOGEODeploymentReps(CountryDeploymentPlanners)

GEOGEO GEO GEO GEO GEO GEO GEO GEO

ISMIntegratedSolutionManager(Web SiteSolutionDesigner)ISMISM ISM ISM ISM ISM ISM ISM ISM

PDO-200Conductreadinessassessment

Establish TeamPDT-200Multi-ThreadIdentify membersObtain commitmentsOrient teamKick off projectFinishBFrom:EBT-130

PDOLaunchManager(PDT LeadChange Agent) PDOPDO PDO PDO PDO PDO PDO PDO PDO

ESM-230R2

Manage RisksPDO-230Multi-ThreadIdentify initial risksDevelop PlanFinish

DefineCommunicationsProgram PDO-210Multi-ThreadConduct AssessmentDevelop PlanFinish ManageStakeholders PDO-220Multi-ThreadIdentify stakeholdersDevelop PlanFinish ManageStakeholdersExecute CommunicationsPlanManageRisks

EBT-220R21

Form PDT

IBM Innovation /DesignFlowConsultingDesignFlowanalysistemplate withpage and stylesetupsSAS-260R61TD-260R63 EBT-260R65

Participate in DetailRequirements DefinitionESM-210Multi-ThreadReview proposalDetail requirementsInterlock with all BPEsFinish

Validate With CorporateBlueprint SAS-230Multi-ThreadAssess E2E Arch.Define work activitiesSize preliminary costsIdentify IssuesFinish

Assess Impact onCurrent PDTs DEV-230Multi-ThreadDefine Launch effortPrioritize launch into planSize preliminary costsIdentify issuesFinishIdentify Infrastructurerequirements IGS-230Multi-ThreadCreate high level plan for: Personnel resource Hardware Software CommunicationsIdentify work activitiesSize preliminary costsIdentify issuesFinish

Review CorporateTechnology StrategyTD-230Multi-ThreadProvide tech. directionIdentify work activitiesSize preliminary costsIdentify issuesFinishAssess BusinessProcess Impact BPE-230Multi-ThreadAssess plan impactIdentify work activitiesIdentify issuesFinish

Refine/Expand Proposal Definition

Evaluate Site PlanImpactISM-230

Multi-ThreadAlign EWM initiativesDefine work activitiesIdentify IssuesFinish

Input DeploymentConsiderations GEO-230Multi-ThreadCommunication PlanJob Design Concede.Organization changesEducation planIdentify work activitiesSize preliminary costsIdentify issuesFinish

Preliminary Launch Definition

Note: Includes all BPEPDTs including EWMdevelopment.

Issue managementPDT-220Multi-ThreadConsolidate issuesResolve issuesFinish

Adjust current solutionrelease plans toaccomodate thisproposal

Participate in DetailRequirements DefinitionISM-210Multi-ThreadReview proposalDetail requirementsInterlock with all BPEsFinishParticipate in DetailRequirements DefinitionSAS-210Multi-ThreadReview proposalDetail requirementsInterlock with all BPEsFinish

Participate in DetailRequirements DefinitionTD-210Multi-ThreadReview proposalDetail requirementsInterlock with all BPEsFinishParticipate in DetailRequirements DefinitionBPE-210Multi-ThreadReview proposalDetail requirementsInterlock with all BPEsFinishLead PDT in DetailRequirements DefinitionPDT-205Multi-ThreadReview proposalDetail requirementsInterlock with all BPEsFinish

Participate in DetailRequirements DefinitionDEV-210Multi-ThreadReview proposalDetail requirementsInterlock with all BPEsFinish

Participate in DetailRequirements DefinitionIGS-210Multi-ThreadReview proposalDetail requirementsInterlock with all BPEsFinish

Participate in DetailRequirements DefinitionGEO-210Multi-ThreadReview proposalDetail requirementsInterlock with all BPEsFinish

PDT-210Publish detailedrequirementsdefinitionPDT-215Lead andmonitorprogress of PDTin preliminarylaunchdefinition

All issuesresolved?PDT-225Choose 1NoYesOpen IssuesPDT-230Choose 1Recommend stopEscalate issue

ESM-210Review stoprecommendation

PDT-235Prepare forissue escalation

ESM-240R6PDT-255R23

EBT-260R26

ManageStakeholdersExecute CommunicationsPlanManageRisks

Complete Proposal Definition

Lead PDT in Launchdefinition PDT-245Multi-ThreadConsolidate work activitiesConsolidate costsEstablish schedulesResolve integration issuesFinishPDT-265Review Launchdefinition withESM executives

All integrationissues resolved?PDT-250Choose 1NoYesResolve IntegrationIssues PDT-255Choose 1Recommend stopEscalate issue

ESM-210R23

ESM-230Review LaunchdefinitionSo lu t ion Def in i t ion

Acceptrecommendation?ESM-220Choose 1YesNo

RecommendationSource? EBT-260Choose 1DCP review with ESMIntegration issuesInitial definition issuesJ To:ISM-285

ISM-270R26ISM-230R21

EndAcceptRecommendation?EBT-240Choose 1YesNoESM-220Recommend toto e-BT thatlaunch proposalstopped

ESM-240R5 ESM-270R7

RecommendationSource ESM-230Choose 1Integration IssuesInitial definition IssuesISM-230R2

Type ofescalationPDT-240Choose 1Business issueArchitectureTechnologyPDT-235R55

PDT-255R55

EBT-200ReviewBusiness issueescalationEscalation resultsEBT-210Choose 1Terminate proposalRework Proposal

Escalation SourceEBT-220Choose 1Integration issuesInitial definitionissuesEnd K To:ISM-270

KFrom:EBT-220

ISM-230R61SAS-240ReviewArchitectureescalation

Escalation resultsSAS-250Choose 1Terminate proposalRework ProposalEscalation Source SAS-260Choose 1Integration issuesInitial definition issues

ESM-210R62

SAS-250R62

ISM-230R63TD-240ReviewTechnologyescalation

Escalation resultsTD-250Choose 1Terminate proposalRework Proposal Escalation SourceTD-260Choose 1Integration issuesInitial definition issues

ESM-210R64

TD-250R64Review resultsESM-240Choose 1Approve definitionTerminate projectRework

ESM-220R5ISM-270R6

JFrom:EBT-260 EBT-280R10ESM-270R8ISM-230

R65

ISM-270Integrate workactivities andschedules into aLaunch definitiondocument

SAS-270Integrate workactivities andschedules into aLaunch definitiondocument

TD-270Integrate workactivities andschedules into aLaunch definitiondocument

BPE-270Integrate workactivities andschedules into aLaunch definitiondocument

DEV-270Integrate workactivities andschedules into aLaunch definitiondocument

IGS-270Integrate workactivities andschedules into aLaunch definitiondocument

GEO-270Integrate workactivities andschedules into aLaunch definitiondocument

EBT-230Receiverecommendationto stop

PDT-260Publish LaunchDefinitiondocument

Concept DCP Review

ManageStakeholdersExecute CommunicationsPlanManageRisks

Create detailedproject planDEV-280Multi-ThreadResourceScheduleCostFinish

Create detailedproject planISM-280Multi-ThreadResourceScheduleCostFinish

Create detailedproject planIGS-280Multi-ThreadResourceScheduleCostFinish

Create detailedproject planGEO-280Multi-ThreadResourceScheduleCostFinish

PDT-280Lead andmonitor PDTteam creation ofdetailed projectplan

Create Plan Phase DetailedProject Plan

ManageStakeholdersExecute CommunicationsPlanManageRisksManageStakeholdersExecute CommunicationsPlanManageRisks

Note: Expand proposal'sperformance objectivesand establish stresscriteria for testingNote: Expand functionalrequirements

Note: Includes CommonServices

Note: PDT consists of representative from: Industry Solution Managers SAS Technology Deployment Business Process Execs (for process areas affected) Development (other affected PDTs) IBM Global Services GeographiesAs representatives on the PDT, theirs is not anorganizational role but role as member of launch PDT

Parenthetical descriptionrepresents theorganization's role in thisoperational process Note: Should alsoinclude interlock withAudience Strategists

Note: On-going PDTLeader activitiesthroughot Concept PhaseCP 4

CertificationReviewrequired? BPE-234Choose 1YesNo BPE-238Schedulecertificationreview

CP 5

CP 6

Process description / objective / purpose:This is the Concept Phase of the Shuttle LaunchManagement System. This process will be used tovalidate the concept of the proposed launch so thatthe e-BT can make funding decision to continue

CP 2 CP 2EBT-250TerminateprojectEnd-to-end effort1. Facilitates throughput improvement2. Acts as an umbrella for all the pieces3. Drives process based thinking4. Used for scenario and continuous

improvement follow on effortsHeader Details:Enter Customer

Bill-to, Ship-to, POnumber, contact nameand payment method

Line Details:Enter Item Information:item number (use Web

Product Cat), Qty

SOE-0

17

SOE-1

38SOE-1

29SOE-0

32SOE-0

31

SOE-0

24SO

E-01

9

SOE-0

16SOE-0

04

SOE-0

33SOE-0

34SOE-

035SO

E-128

SOE-0

26SOE-0

25

SOE-0

37

SOE-0

18SOE-0

30

Software Package Process Details1. Transaction level detail2. Link system functions

Internal Operating Procedures1. Provides detail policy2. Process structure

ISO Check points



Critical Success Factors Regarding Change

• Clarity of direction or vision

• Compelling need for change

• Visible and committed leadership

• Targeted, effective communications

• Disciplined project management

• Measurable goals

• Broad-based participation

• NOTE: You may have to “stop the bleeding” in certain areas before moving forward … to maintain attention / focus on the roadmap



The end result is a successful transfer of ownership and responsibility from the project team to the organization

Design Post-go-live

Pro

ject

Ow

ners

hip

Project team

Orga

nizati

on

Awareness

Understanding

Acceptance

Ownership

Time

High

Low

Bas

elin

e (A

S IS

)

Ana

lysi

s TO

BE

Det

ail D

esig

n

Impl

emen

tati

on



Continuous Improvement

• Leverage input from post implementation readiness assessments Hold workshops with direct and indirect functional areas:– Where previous assumptions correct?– Were objectives / cycle times met?– Have new issues come up?– New requirements from customers?– Validate with recent scenarios

• Identify issues / changes• Update process map and supporting text

as needed• Develop a correction plan• Establish next review date

C h e c k e r

E n g Designer

Technical

Writer

Drafter

A n a l y s t

TeamLeader

Eng .

Administrator

Design

Eng

TL1ScopeWork

EA1Assign Number

TL2Check C o n c e p t

RN0-1Create/ModifyDesign Model

TW1Develop Spec.

Choose 1Dev . C o n c e p t DesgnDisapprove s c o p eU s e Existing D s g n

D E 1

R 2

Choose 1RejectApprove

R 2

D 1Doc. Detail D w g

A 1Submit Analysis

C 1Check Drwgs

MultithreadR e q t s C g n gModel O KModel not OK

2R 4

R 4

1

Choose 1Approve ResultsC h n g e C o n c e p tC h n g e D e s i g n

D E 2 D E 3

TL3R 1

R 1

R 3

R 3

ContinuousContinuousImprovementImprovement



Like Process Continuous Improvement, Strategy Needs to Be Reviewed, Validated For Environmental Changes

Mission What weRepresent

Vision Where weWant to go

Strategy How we getTo Vision

Initiatives Actions

Vision drivesActions

ActionsachieveVision

(Customer Competition Financial Suppler)

(Organization Operations Product)Goals Objectives

VALIDATION

RENEWAL



Open Discussion

• For additional information– Randy Somermeyer

• E-mail address: [email protected]

• Phone: 303-530-4895

– BLCN Website• www.blcn.net

• White papers available for download

blcn inc. strategy to implementation roadmap pres… · provide bus. plan & details tp21 tp36...

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