random business notes

8/8/2019 Random Business Notes

1/17

SOFTWARE LIFE CYCLE

Requirement

Design

Build

Test

Deliver

Support

MY SKILLS AREAS

Diagnose Design

FunctionalSpecification

based onbusiness needs

Project Management

SALES

Prepare

Open

Needs

Propose

Close

Deal withObjections

ImplementBuild

Communications

Training


2/17

SALE

EXI STI NGEXI STI NG

REFERALREFERAL

BULLETBULLET

BU CKSH OTBU CKSH OT

Social & TrustRelationship

TrustRelationship

UnderstandingBased

ProductBased

Hot Leads


3/17

THE ANDERSEN CONSULTING METHOD

StrategyStrategic Planning

Buyer Values / Customer FocusProduct / M arket Strategy

Financial Strategy

OrganisationChange ReadinessOrganisation Design

Knowledge M anagementTechnology Assimilation

TechnologyTechnological AssessmentIT Planning

System IntegrationComputer System M anagement

OperationsBusiness Process

ImprovementLogistics Optimization

Facil it ies Planning

Business Solutions


4/17

ENTRY POINTOBJECTIVE

# Identify area ofinvestigation

# Client defined(amended byconsultant)

# Identified byconsultant

# Identified byevaluation ofprocesses

PEOPLE

# Process owners# Process customers# Process managers

TOOLS & TECHNIQUES# High level system

diagram# Prioritise Processes:

- effect on customer- cost- effect on organisation- organisation specif ic- others identified by

the groupUSE

quantities

scalesranks

METHOD# Workshop# Structured Interviews

OUTPUT :- SELECTION OF

PROCESS

INPUTS

IDENTIFY

OBJECTIVES

&CONSTRAINTSOBJECTIVE

# Agree objectives# Agree constraints &

risksINPUTS

# Info. gathered atEntry point

# Process ModelsPEOPLE

# Process owners# Process customers# Process managersMETHOD

# Workshop# Structured

InterviewsTOOLS & TECHNIQUES

# Objective Tree# NPV calculations# Cash f low models# Process simulations# cost / benefit analysis

OUTPUT:-AGREED STATEMENT OFOBJECTIVES,CONSTRAINTS & RISKS

Record low level objectivesfor Future Projects

12day

12day

12day

12day

AGREE FUNCTIONAL SPECIFICATION& ACTIONS

OBJECTIVE

# Agree FunctionalSpecification

# Agree actions & outlineresponsibilities

INPUTS

# Draft FunctionalSpecification

# Outline ProposalPEOPLE

# Process owners# Process customers# Process managersMETHOD

# Presentation# DiscussionTOOLS & TECHNIQUES

# Negotiation

OUTPUT:-# AGREEMENT TO

PROCEED# ACCEPTANCE OF

FUNCTIONALSPECIFICATION

# AGREERESPONSIBILITIES

Prepare Formal Proposal

12day

12day

FUNCTIONAL SPECIFICATIONOBJECTIVE

# Agree detailed list offunctionalrequirements

INPUTS

# Statement ofobjectives,constraints & risks

# Process Models

PEOPLE# Process owners# Process customers# Process managersMETHOD

# Workshop# Structured

InterviewsTOOLS & TECHNIQUES

# LOVEM# Brainstorm# Best Practice

OUTPUT:-HIGH LEVELFUNCTIONALSPECIFICATION

Prepare Draft FunctionalSpecification

Prepare Outline Proposal12day

12day

12day

MODEL PROCESSAs Is & To Be

2 days


5/17

BUSINESS PROCESS REENGINEERINGLOVEM

Model, analysis and design of businessprocesses:

- service encounters- functions, process and jobs- opportunities, problem areas- critical measurement points- employee skills, training andeducation requirements- hand-offs and dependencies

- identification of solutions- internal interfaces- data entities and data flows- manual / automation

interfaces- process path costing

ArchitecturalLogical

PhysicalJob

OBSERVATIONSAssumptionsIssues

Recommendations

GoalsStrategiesPolicies

TOOLS & TECHNIQUESDiagramsGAP Analysis

SW OTIssue DiagramObjective TreeRoot Cause Analysis

ValidationVerification

Risk Analysis

Skills MatrixJob GroupingJob CombinationSimplify

W orkshops

Structur ed Interview s

Combined Techniqueseg Brainstorm w ith Fishbone

FINANCIAL MEASURESActivity Based Costing

ROINPVCash Flow Projections

Eliminate sunk costsEliminate Costs w hich don't changeUse remaining costs

INDICATORS / EVIDENCEHand-offsDependencies

BottlenecksProblem AreasOpportunitiesCycle TimesService EncountersInterfacesDefects / Rejects / Reworks

Value / Non-value Add ActivitiesBest of Breed IndicatorsNumber of OwnersNumber of Data FlowsSpan of ControlEmpowermentKey FunctionsM arket Break PointsTask AnalysisUtilization RatesDemand / Provision

5 W's & 3H'sWho

WhatWhereWhenWhyHowHow muchHow long


6/17

TRAININGExplain PurposeDemonstrateCopyBreak (eg new task)Assess

DEVICESContrastRule of ThreeImageryPuzzle & solution

TRAINING MODEL

Identify NeedsAllocate Resources

Design Plan

Design

Validate

Evaluate

ProgrammeImplement

DISSONANCE REDUCTION

GROUP THINK

GROUP DYNAMICS

OPPORTUNITIESFOR CONFLICT

n x (n - 1)2

TUCKMAN ('65)

Forming: Storming: Norming:Performing

COMPOSITIONDominant & influential membersfor high success levels

PRESENTATIONS

OBJECTIVESSpecific

MeasurableAchievableRealisticTime Limited


7/17

Diagrams

Mindmaps

Force Field

Input-Output

Systems M ap

Value Chain Analysis

Influence Diagram

M ultiple Cause Diagram

Relationship Diagram

Activity Sequence Diagram

Fishbone Diagram

Issue Diagram

Objective Tree

Evaluation M atr ix


8/17


9/17


10/17


11/17


12/17


13/17


14/17


15/17

DueTask / Activity Customer Follow On Action


16/17

Skills & Experienceat a Glance

IT Systems &

Solutions

GraphicDesign

ChangeManagement

BusinessProcess

ProjectManagement

Presentations,Demonstrations

& Training

QualityAssurance Account

Management& Sales

GeneralManagement

Conceptual Hands-on BusinessProcess

Reengineering

BusinessProcess

Management

Lotus Notes

& Domino

InternetTechnologiesDocument

Management

WorkFlow

DocumentImage

Processing

Client Server

HTML

Microsoft

FrontPage

Suites

MicrosoftOffice

ProfessionalLotus

SmartSuiteStructuredSystems

ApproachLine of

VisibilityEngineeringMethodology

BusinessModelling &Simulation

Tools

MicrosoftProject

Prince2

IBM SalesMethod

SolutionsSelling

ISO 9000

QAS Auditing

Finance

Strategic

Management

Marketing

Education &Training

Document &Forms Design

Marketing &Advertising

Materials

O Vi f S f th I C i O i ti t U d f


17/17

Profitability

Processes,Procedures,

Metrics

StrategicPlanning

HumanResources

Operations

Strategy notImplemented

People not workingtogether

No common goals orfocus

Plan notCommunicated

Plan not prepared

Pressure to Recruit

Customer pressure

3rd Party pressure

CashflowRequirements

Reactive Management

We deliverlate

Latepayment

Low Moralnow or inthe future

Rewardsysteminequitable

Marketing, sales,development,education notsynchronised

No commitment toforming and supporting

a management "team"

Processes &Procedures not

defined

Internal Applicationsnot available

Fail to exploit our own

technological skills

People do not knowwhat their role is

People do not knowthe roles of others

Functions not fulfilled

Knowledgemanagement not

working

People follow theirown agendas

Peopledon't knowthe "rules"

One View of Some of the Issues Causing Organisations to Underperform

This is a starting point, an attempt to generate discussion. Ideally the issues should be drawn out by the whole management team,preferably with input from all staff. Problem areas can then be defined and addressed according to priority. The normal approach is to beginwith a series of workshops. This will be time consuming and requires commitment from all those with management responsibility. However,failure to commit to the process in the short-term could prove to be a far more expensive option in the long term.

November 1999

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