Business Transformation Readiness Assessment- The BTEP Way

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Business Transformation Readiness Assessment is an essential for the implementation of the enterprise architecture initiative.

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Business Transformation Readiness Assessment- The BTEP Way

  1. 1. Business Transformation Readiness Assessment The BTEP way Slides by Chandrashekhar P. More
  2. 2. Business Transformation Readiness Assessment Business Transformation Readiness Assessment is conducted to get a deeper understanding of the challenges and opportunities that could be presented in the course of the transformation. Business Transformation Readiness Assessment has 1. the readiness factors that will impact the organization 2. ratings factors to assess the readiness factors Business Transformation Readiness Assessment template is a part of Business Transformation Enablement Program ( a.k.a BTEP ) http://www.tbs-sct.gc.ca/btep-pto/index-eng.asp
  3. 3. The Readiness Factors
  4. 4. Business Transformation Readiness Factors Readiness Factors Vision Desire, Willingness, and Resolve Need Business Case Funding Sponsorship and Leadership Governance Accountability A Workable Approach and Execution Model IT Capacity to Execute Departmental Capacity to Execute Ability to Implement and Operate
  5. 5. Readiness Factor‟s Description Readiness Factor Readiness Factor Desirable indicators of readiness Definition Vision The “Vision” is an ability to • Management is able to clearly define the objectives, in clearly define and both strategic and specific terms. communicate what is to be • Leadership in defining vision and needs comes from the achieved business side with IT input. • Predictable and proven processes exist for moving from vision to statement of requirements. • The primary drivers for the initiative are clear. • The scope and approach of the transformation initiative have been clearly defined throughout the organization. Desire, A desire to achieve the • There is active discussion regarding the impact that results, willingness to accept executing the project may have on the organization, Willingness, and the impact of doing the work, with clear indication of the intent to accept the impacts. Resolve and the resolve to follow • Assignment of money and key resources to the project. through and complete the • Top executives project the clear message that the project organization will follow through, a message that identifies the effort as well as the benefits. • There is a history of finishing what is started and of coming to closure on issues in the timeframes needed. • There is agreement throughout the organization that the transformation initiative is the „right‟ thing to do.
  6. 6. Readiness Factor‟s Description(contd) Readiness Factor Readiness Factor Desirable indicators of readiness Definition Need There is a compelling need to • There are clear statements regarding what the do the project. organization will not be able to do if the project does not proceed, and equally clear statements of what the project will enable the organization to do. • There are visible and broadly understood consequences of project failure. • Success criteria have been clearly identified and communicated. Business Case There is a business case • The Business Case document identifies concrete that creates a strong focus benefits (revenues or savings) that the organization is for the project, identifying committed to deliver. benefits that must be • The Business Case clearly and unquestionably points to achieved and thereby goals that the organization is committed to achieving. creating an imperative to succeed. Funding There is a source of funds • There is a clear source of funds for the project. that meets the project‟s potential expenditures.
  7. 7. Readiness Factor‟s Description(contd) Readiness Factor Readiness Factor Desirable indicators of readiness Definition Sponsorship and There is a strong • The project is sponsored by an executive who is sponsorship that is broadly appropriately aligned to provide the leadership the Leadership shared--but not so broad as project needs and able to articulate and defend the to diffuse accountability. needs of the project at the senior management level. Leadership to keep everyone • The executive sponsors are engaged and will remain on board and to project the engaged throughout the project. goal. Governance There is a ability to engage There is the involvement and support • a clearly identified stakeholders and a clear sense of of all parties with an interest their interest in and responsibility to the project in or responsibility to the • a culture that encourages participation towards project with the objective of corporate rather than local objectives ensuring that the corporate • a history of being able to successfully manage activities interests are served and the that cross interest areas objectives achieved. • a culture that fosters meaningful, as opposed to symbolic, participation in management processes • a commitment to ongoing project review and challenge and openness to outside advice
  8. 8. Readiness Factor‟s Description(contd) Readiness Factor Readiness Factor Desirable indicators of readiness Definition Accountability Accountability is the • Accountability is aligned with the area where the assignment of specific and benefits of success or consequences of failure on the appropriate responsibility, project will be felt. recognition of measurable • Accountability and responsibility areas align expectations by all concerned parties, and alignment of decision-making with areas of responsibility and with where the impact of the decisions will be felt.
  9. 9. Readiness Factor‟s Description(contd) Readiness Factor Readiness Factor Desirable indicators of readiness Definition A Workable There is a project approach • The organization is experienced with projects of this that makes sense relative to type so that the processes, disciplines, expertise, and Approach and the task, with a supporting governance are already in place and proven. We Execution Model environment, modelled after simply have to apply them to this project. a proven approach. There is • All the players know their roles because they have a clear notions of the client played them before with success. In particular, the roles and the client‟s role relative of “client” and “systems builder” are mature and stable. to the builder or prime • There is a communication plan covering all levels of the contractor. organization and meeting the needs ranging from awareness to availability of technical detail. • There is a reward and recognition plan in place to recognize teams and individuals who use good change management practices, planning and prevention of crisis behaviours and who reinforce behaviours appropriate to the new way of doing business. • It is clear to everyone how implementation will occur, how it will be monitored and how realignment actions will be made. • There are adequate resources dedicated for the life of the transformation.
  10. 10. Readiness Factor‟s Description(contd) Readiness Factor Readiness Factor Desirable indicators of readiness Definition IT Capacity to The ability to perform all the There is IT tasks required by the • recent successful execution of a project of comparable Execute project, including the skills, size and complexity to the project being contemplated tools, processes, and • existence of the processes and discipline appropriate to management capability. a project of this type • availability of the skills necessary to execute the project • rational model for deciding what skills and activities to source externally Departmental There is an ability to perform There is all the tasks required by the • recent successful execution of a project at least half the Capacity to project, in areas outside of IT, size and complexity of the project being contemplated Execute including the ability to make • existence of the processes and discipline appropriate to decisions within the tight time a project of this type constraints typical to project • availability of the skills necessary to execute the project environments. • a demonstrated ability by the organization to deal with the type of mid-project issues and requirements for decision typical of complex projects • recognition of the need for knowledge and skill-building for the new way of working • recognition of the value of a formal gap analysis for skills and behaviour
  11. 11. Readiness Factor‟s Description(contd) Readiness Factor Readiness Factor Desirable indicators of readiness Definition Ability to The ability to implement the There is new system and its related • recent proven ability to deal with the change Implement and business processes, absorb management issues arising from new processes and Operate the changes arising from systems implementation, and ongoing • systems operations, maintenance and support for ability to operate in the new existing systems works well and disciplines and environment. procedures are in place
  12. 12. Assess the readiness factors
  13. 13. Rating Factor If it is determined that a readiness factor is urgent, it means that Urgency action is needed before a transformation initiative can begin. Readiness Description Status Low needs substantial work before proceeding Rating Factors Readiness Status Fair needs some work before proceeding Acceptable some readiness issues exist, no showstoppers Good relatively minor issues exist High no readiness issues Degree of Difficulty to Fix Degree of Difficulty to Fix No action needed Easy Moderate Difficult
  14. 14. Template to assess each readiness factor Urgency Readiness Factor Vision Readiness Status Degree of Difficulty Observation : 1. 2.
  15. 15. Business Readiness Factor Assessment Summary template # Readiness Factor Urgency Readiness Degree of Status difficulty 1 Vision 2 Desire, Willingness, and Resolve 3 Need 4 Business Case 5 Funding 6 Sponsorship and Leadership 7 Governance 8 Accountability 9 A Workable Approach and Execution Model 10 IT Capacity to Execute 11 Departmental Capacity to Execute 12 Ability to Implement and Operate
  16. 16. Appendix
  17. 17. Appendix A: Introduction to BTEP The purpose of Business Transformation Enablement Program ( a.k.a BTEP ) is to provide a business transformation toolkit enabling rigorous strategic planning and integrated strategic design across Canada government‟s department supporting interoperability and integration. BTEP aims to help departments and agencies improve the reliability and consistency of transformation across governments with a more thorough, standardized approach for program and service alignment and business design that promotes design efficiency and reusability, as well as for transformation project planning and implementation.
  18. 18. The End  BPET is a work by the Canadian Government and its Business Transformation Enablement Program (BTEP) - Refer to www.tbs-sct.gc.ca/btep-pto/index_e.asp.  Word Slides by Chandrashekhar P. More Chandrashekhar.more@soainfo.com

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