The Business Transformation Readiness Assessment (BTRA) evaluates the challenges and opportunities in organizational transformation by assessing key readiness factors, including vision, desire, funding, and leadership. It provides a framework for measuring readiness and offers a template for identifying urgency and readiness status. The assessment is part of the Business Transformation Enablement Program (BTEP), which aims to standardize and improve transformation initiatives across Canadian government departments.

1. Business Transformation Readiness Assessment
The BTEP way
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Chandrashekhar P. More

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. The Readiness Factors

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. 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. 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. 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. 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. 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. 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. 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. Assess the readiness factors

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. Template to assess each
readiness factor
Urgency
Readiness Factor Vision Readiness Status
Degree of Difficulty
Observation :
1.
2.

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. Appendix

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. 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