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Roadmap examples for tracking long term projects
- 1. 1 Target roadmap 1 Timeline Q1 2022Q2 2022 Q3 2022 Q4 2022 Q1 2023 Q2 2023 Q3 2023 Q4 2023 Owner Notes Initiative 1 D. Moore Initiative 2 J. Hint Initiative 3 Initiative 4 Initiative 5 Initiative 6 Initiative 7 Initiative 8 Foundational Transformational Incremental Business Needs Technology Imperatives Regulatory Driver Technology imperatives Technology imperatives Business Needs Regulatory Technology imperatives Business Needs Regulatory Business Needs For discussion: What categories do we want to organize the roadmap? Illustrative purposes only Illustrative Example
- 2. 2 Building and deployinga new pricing capability This effort will comprise a several-year effort to build the new pricing model, create delivery and support infrastructure, and deploy across the globe 1.0 DESIGN & TEST 2.0 BUILD & PILOT 3.0 SCALE & DEPLOY Objective Define required capabilities Win in priority markets Drive global scale ~ 9 – 1 2 M O N T H S ~ 1 2 M O N T H S ~ 1 2 + M O N T H S Activities Inventory & aggregate existing data sources; identify additional 1st and 3rd party data feeds Build integrated data model and establish “single source of truth” Design and develop pricing analytics engine Determine future state capabilities: • User personas/use cases • Key business questions and requirements • System architecture • Delivery & support model Establish benchmark performance levels through matched market/store testing Estimate size of pricing opportunity and develop go/no-go business case Build out pricing engine to support core four priority markets • Recommend menu item price points • Own- and cross-price elasticity • Optimize price against key metrics such as profit, foot traffic, average check Build new pricing portal to enable delivery, consumption, and validation of price recommendations Perform scenario analytics at corporate level Design change management campaign to support 4-market rollout Transition from incumbent pricing provider as new markets go-live with new pricing platform • Scale pricing platform to remaining markets • Improved model performance through enriched data (competitive, customer etc.) • Extend modeling analytics to include digital channels • Improve pricing portal to address wider range of use cases, enable mobile interface • Scale scenario analytics and optimization to all franchisee and company-owned stores • Scale pricing innovation labs to enable continuous pricing and pricing best practice across regions • Complete transition from incumbent pricing provider Outcomes Establish what good looks like, measurable performance improvement over current state Drive margin growth in key markets, build franchisee trust, and develop pricing infrastructure for delivery and support Embed the capability and design for long-term sustainability; refine analytics performance; enhance delivery platforms
- 3. 3 Ways to evolvea brand There has been a broad undertaking to evolve the brand to deliver a modern approach to luxury, leveraging the brand’s iconic heritage and legacy; our culture change findings are a key component of this process and will inform parallel initiatives Brand team assessment of the company’s portfolio opportunities Deloitte was engaged to develop and articulate the service culture strategy and supporting signature services and gestures Deloitte Consulting was engaged to assist with conducting a current state culture assessment, in order to identify opportunities and define an activation strategy for implementation 2017 2019 TODAY 2020 Across the portfolio there is an opportunity to leverage the culture assessment findings to inform a number of ongoing initiatives in the brand space: • Operating Model • GM / Hotel Manager Onboarding • Hotel Openings Process • Technology Roadmap Finalizing recommendations for Signature Services, including alignment with the culture roadmap, and conducting pilots for brand wide launch in 2019 Development of culture framework and activation strategy Culture Change Initiative Leverage Culture Change Findings
- 4. 4 Resourcing Check-Points Professional feesassume an average of standard approach for value capture across markets. We will work together to confirm the market-level value capture approach at two resource check-points GLOBAL LAUNCH & IN-MARKET ACCELERATION VALUE CAPTURE – LIGHT PHASE 2 • Team size as described herein • 4 weeks • <10% of total fees • Adequate resourcing available • Data accessible and available and harmonised • Trade spend previously analysed and tackled • Confirmed value target based on top-down prioritisation is reduced • 6-8 weeks per market • Reduced team size • Adequate resourcing available • Data accessible, available, light cleansing required • Some trade spend previously analysed • Confirmed value target based on top-down prioritisation as expected • 12 weeks per market • Standard team size Timing and Team Size Potential Drivers for Resourcing VALUE CAPTURE – STANDARD • Limited resourcing available • Data limited, requires heavy cleansing, data capture and validation • Limited trade spend analysis complete to date • Confirmed value target based on top-down prioritisation is higher • 12-16 weeks per market • Increased team size VALUE CAPTURE – HEAVY Not to exceed estimate based on standard approach for all markets PHASE 1
- 5. 5 We know yourcompany 2015 2016 The Client is currently integrating with Company B in order to realize its vision of being a global leader. Deloitte advised the regional integration in Americas and Europe including set-up of regional integration governance, project planning, and approach for roll-out of regional operating model. Industry Integration Transformation Redesign Deloitte supported with all aspects of the Transformation program including the redesign of the operating model, standardization of global processes, implementation of global Service Centers, launch of Success Factors, and launch of an employee portal using salesforce.com platform. Cloud The Client is transforming its Finance and HR business processes and replacing legacy applications with Oracle’s Cloud software platform. Deloitte is helping to standardize and simplify processes, increase efficiencies through automation and process improvements, implement a system to enable future growth, increase the visibility of operational information across the organization, and use value-added analytics to improve the ability to perform financial and risk analysis of operations. 2017 Innovation Strategy Playbook They wanted to establish greater alignment between the innovation efforts happening within each business segment, and the business segment’s strategy/ LROP. Doblin, Deloitte’s innovation practice, partnered with them to develop a methodology for developing innovation strategies, and simultaneously piloted the approach with three business segments. The resulting playbook has since been used to successfully develop the innovation strategy. White Space Innovation Group They wanted to invest in and build disruptive new businesses to complement its core, which had experienced a stagnate growth rate. Deloitte utilized a series of executive team labs and the expertise of Deloitte’s Center for the Edge to explore new opportunity spaces. We aligned leaders on the need to create difference businesses and an operating model to pursue new business opportunities.
- 6. 6 Where we havebeen; where we are going July 9-10 Summit Kickoff up/downstream alignment, integration points and initial timelines Aug 14 Working Sessions Begin series of working sessions with SMEs to align project plans for integration Sep 26 SteerCo. Present progress of the workstream in SteerCo. meeting Sep 19 Kickoff Standups Begin bi-weekly standups with workstream leads Aug 8, 13, 20 Deep Dive Host two hour sessions with SMEs of the up/downstream systems on the architecture and model
- 7. 7 Our Path toToday 2018 leadership forum (Aug, 15) Review findings from ‘Voice of Retail’ research and discuss potential areas of collaboration 2017 Leadership Forum Defined our strategic pillar and aligned on workstreams 2019 Meeting Review focus and approach given the revised strategy 2018 mid-winter (Jan, 25) Selected deep dive topics and created framework
- 8. 8 Planning Overview Event Activities TMOActivities Program Activities LEGEND Day 1 10/16/17 Day 90 1/14/18 Complete Future-State Blueprinting (11/30) Day 60 12/14/17 Begin high-level joint capabilities gathering (12/1) Complete high- level capabilities gathering Sessions (12/15) Finalize Event Level Joint Transition Plan (12/18) Provide Detailed Status on In-Flight Projects (12/18) Contract signed (10/16) Approve Joint Transition Plan (1/14) (90 Days per contract) Create Initial Joint Transition Plan (11/20) Public announcement (10/18) Governance Discussion (10/19) Today TMO Planning Meeting (10/25) Day 30 11/14/17 Draft Joint Transition Plan Review1 (~12/13-12/14) Completed Program Activities Joint Transition Planning Session, Atlanta (11/1 - 11/2)
- 9. 9 So the journeyto get here started last fall Development of the policy was a cross-functional effort from initial assessment through implementation prep Current State Assessment • Analyzed current state application of trade terms • Defined strategic objectives to align with trade terms Fall 2017 Winter/Spring 2018 Summer 2018 Development of New Framework • Developed new policy aligned with strategic objectives • Vetted policy with cross-functional stakeholders Application to Customers • Assessed impact on our customers • Worked with business and technology to develop the tools and processes for successful implementation
- 10. 10 Release Cycle There havebeen 4 major releases, 1 minor release, and 3 product production patches in the past 9 months. Collect Feedback Gathered feedback from stakeholders internally & externally to document requirements for development Define Requirements Translated feedback into specific user stories Create Designs Gathered and transformed underlying data into visual designs Launch Solution Demonstrated new functionalities to Stakeholders 3 Month Release Cycle S E P T O C T N O V D E C J A N F E B M A R C H A P R I L M AY J U N E 9 Months How we do it 1 Release 2 Release 2.5 Release 3 Release Release 4 Coming Soon! 2.6 Minor Release
- 11. 11 11 Project Timeline User Outcomes Sustainable Op Model Q2 FY19Q3 FY19 Q4 FY19 Q1 FY20 Q2 FY20 Q3 FY20 Q4 FY20 Q1 FY21 Q2 FY21 Q3 FY21 Insert critical milestone Insert interim outcome Insert critical milestone Insert interim outcome Insert interim outcome Insert interim outcome Insert critical milestone Insert critical milestone Insert critical milestone Insert critical milestone Insert critical milestone Insert interim outcome Insert interim outcome Insert interim outcome Insert critical milestone Insert interim outcome Insert interim outcome Insert interim outcome As a Merchant, I will be able to… As a Supplier, I will be able to… We are creating a sustainable operating model by… As a Customer, I will be able to… Interim Outcome Critical Outcome / Milestone We are here Insert critical milestone
- 12. 12 12 Project Timeline Week 1Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Sprint 2 Prototype Develop use cases Conduct co-design sessions with stakeholders to determine user experience Recruit co-design participants Build clickable prototype Develop personas Build wireframes Establish baseline system, determine tech stack, and build requirements Design service blueprint
- 13. 13 13 Our integrated timelineemphasizes rapid analysis and quick wins. 12 Week Full timeline Week 0 Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 Week 12 ANALYTICS FOUNDATION OPERATIONAL ANALYTICS RETURNS STRATEGY Data Request Strategic Activation Session Strategic Activation Session Strategic Activation Session Strategic Activation Session Data Acquisition & Cleaning Data Mapping Data Documentation Develop Costing Model Develop Visualization Model Supplier Review Insights Field Observation Workshop Prep Workshop Support Analytics Roadmap Development Greenhouse Lab
- 14. 14 14 Future vision roadmap NextGen OrgStructure Creating a Sustainable Operating Model Change Management Capability Q2 FY19 Q3 FY19 Q4 FY19 Q1 FY20 Q2 FY20 Online Retail Hierarchy Streamlined Supplier Onboarding 100% of Items Discoverable Online Delivering Merchant Outcomes Delivering Supplier Outcomes Delivering Customer Outcomes Q1 FY19 Data Driven Decision making Setup / Maintain All Items Improved Supplier Item Management Future Vision Greater Product Assortment Across Channels Improved Business Management Toolkit
- 15. 15 15 Future State ImplementationRoadmap 1. Identify new and existing roles and capabilities needed to support the policy in the future 2. Establish governance approach 3. Align incentives to promote policy effectiveness and compliance 4. Revise current state processes to accommodate new policy 5. Introduce controls for customer exceptions to the policy 6. Finalize Policy Statement 7. Determine privacy of data and customer legal requirements 8. Determine customer rollout cadence and timing 9. Outline communication strategy of new policy for Sales 10. Develop training materials to enable sales to communicate new policy 11. Develop and distribute customer “sell-in toolkits” for Sales use during negotiation with customers 12. Manage process of updating master data 13. Define business rules for SAP condition records 14. Develop self-service capabilities to manage and analyze large transactional data pulls for ongoing analysis 15. Define metrics for measuring policy effectiveness and compliance 16. Define new reports to measure policy effectiveness 17. Enhance current SAP environment to incorporate new policy 18. Incorporate new approvals into current Salesforce process January 2018 June 2018 December 2018 June 2019 People & Org Business Process Customer Migration Data Measure& Report Implementation Activities
- 16. 16 Proposed Timeline andMilestones Nov 6 Nov 13 Nov 20 Nov 27 Dec 4 Dec 11 Dec 18 Dec 25 Jan 1 Jan 8 Jan 15 Jan 22 Jan 29 Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Use Case Develop. & Prioritization Current State & Gap Analysis High-level Operating Model Solution & Technical Architecture Implement. Plan & Roadmap Proof of Concept (Optional) Activities & Deliverables Steering Committee Checkpoint Digital Foundation Data Team Checkpoint Use Case Prioritization Lab Design Alignment Lab Board Meeting Kickoff Design, Build, and Deliver Proof of Concept Business Requirements and Technical Architecture Enabling Executive Interviews • Future state architecture and data flows • Gap analysis with recommendations on necessary components (data sources, technology, tools) required to activate prioritized use cases • Current state architecture and data flows Current State Data / Systems Assessment Interviews • Initial use case ideas and prioritization criteria • Prioritized use case overviews • Gap assessment by prioritized use case • Interim service delivery model • Initial key design decisions for steady state operating model Key Design Decisions to Support Prioritized Use Case Activation Deep Dives on Prioritized Use Cases • Current state digital consumer capability Segment Marketing Leader Interviews Action Planning and Socialization • Roadmap dependencies • Stakeholder alignment and buy-in Lab Meetings Optional KEY
- 17. 17 Road Ahead Subheader placeholder PL A N S , T I M E L I N E S A N D R O A D M A P S 0. Current State • Metal Cost, which is a major component of product cost, is potentially sub-optimal across the manufacturing network 1. Proof of Concept • Develop a methodology to choose the most cost efficient supply mix and product recipe based on forecasted production, metal requirements and prices 2. Model Extension, Business Case Development Collect volume, pricing, data for all metals across all plants Add Product level analysis Add quality variations, transfer costs, and any other constraints Establish Business Case 4. Develop Business Processes • Evaluate current business processes related to commodity sourcing • Develop to-be business processes facilitated by the use of the tool • Develop on-going processes for data refresh and tool updates 5. Roll-Out • Data collection for all commodities • Implementation, training, and go-live for all commodities for individual Rank business units We are here! • Develop production and pricing forecasting mechanisms using statistical techniques • Develop processes and methods, and identify sources for collecting external data and feeding into Optimizer 3. Develop Cognitive Forecasting Capabilities Functional model on Excel, Mathematical formulation Extended model with forecasting techniques Implementation ready tool, system codes, data templates Documented Business Processes User Manual, Training documentation Proof of Concept
- 18. 18 Phased approach We aretargeting a phased approach; all subscribers receive price recommendations by April 2019 P L A N S , T I M E L I N E S A N D R O A D M A P S 2018 2019 AUG SEP OCT NOV DEC JAN FEB MAR APR Pre-Launch Development Alpha Test Beta Orientation Testing Comms. Launch Beta Test (2 Waves) Wave 1 Wave 2 Co-op Pricing Roadshows Subscriber Support Subscriber Enrollment Subscriber Pre-Launch Comms. Non-indexed Min. Wage Orientation + Launch Pre-Launch Development Subscribed Orientation + Launch Deloitte 2019 subscription initiated
- 19. 19 Calendar view Subheader placeholder PL A N S , T I M E L I N E S A N D R O A D M A P S Sprint Cycle Milestones Release Sunday Monday Tuesday Wednesday Thursday Friday Saturday June 22 23 24 25 26 27 28 29 30 July 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Phase 2 Phase 3 Phase 1 Launch Phase 1 Touchpoint 1 Touchpoint 2
- 20. 20 Proposed Work Planto Deliver a Successful Day Plans, timelines and roadmaps W E E K 1 W E E K 2 W E E K 3 W E E K 4 W E E K 5 Scoping with Account Tea • Frame & align on client objective, key challenge, desired deliverables • Determine workshop topics of conversation & modules • Confirm date before pre-work begins Design Workshop Approach • Identify & confirm Deloitte SME’s to involve • Determine number & composition of client participants and digital understanding • Confirm who will be funding the workshop • Allocate number of hours for the workshop Pre-work Research • Secondary/industry research • Client interviews & internal data analysis • Determine agenda • Create activities/exercises Prepare material for workshop • Prepare templates & artifacts • Close gaps with research • Issue pre-reading materials Workshop Execution (4-6 hours) • Feedback Debrief Meeting Post-work Generation • Creating any required deliverables • Finalizing deliverables • Final review / feedback debrief Milestone Workshop Final Debrief Workshop & Debrief Agenda Set Workshop Date Confirmed Checkpoint 5-6 Checkpoints 5-6 Checkpoints 2-3 Checkpoints Internal Drafting Session We are here
- 21. 21 Project Approach &Timeline Subheader placeholder P L A N S , T I M E L I N E S A N D R O A D M A P S Week 0 Oct 16 - 20 Week 1 Oct 23 - 27 Week 2 Oct 30 – Nov 4 Week 3 Nov 6 – 10 Week 4 Nov 13 - 17 Shutdown Nov 20 – Nov 24 Week 5 Nov 27 – Dec 1 Week 6 Dec 4 – 8 Week 7 Dec 11 – 15 Complete Dec 18 - 22 Build data model for analytics Identify leading industry practices applicable to nuanced wholesale channels Assess feasibility of application of leading practices Develop high-level implementation plan Collect and test master data Estimate financial impact of aligning with leading practices with a “Win-Win” mentality IMPLEMENTATION ROADMAP IDENTIFY INTERVENTIONAL OPPORTUNITIES Submit data request 12/18 11/9 Assess violations from contractual agreements for top strategic partners and deviations from leading industry practices REDESIGN TRADE TERMS ESTABLISH BASELINE 10/26 Baseline development took 1.5 weeks longer than planned
- 22. 22 Project Timeline Subheader placeholder PL A N S , T I M E L I N E S A N D R O A D M A P S Week 0 Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 M I L E STO N E S P H A S E + AC T I V I T I E S Alignment Kick off project team and planning Internal Planning Customize project team approach to Digital Transformation Framework Discovery Interviews Meet with executives and customers to understand current state and aspirations Workshop Execute Digital Ambition & Alignment workshop (multiple days) Workshop Outputs Synthesize, package and deliver outputs from workshop, including go-forward plans S E N S E Understand Trends, Disruptors, And Opportunities • Conduct research to understand digital strengths, development areas, and market perceptions including industry, customer, and emerging technology trends • Conduct stakeholder and customer interviews A S P I R E Explore Provocations • Develop provocations to paint the future, at distinct levels of ambition for core, adjacent, and transformational • Articulate the implications to brand, organization, and potential economic impact • Develop evaluation criteria • Prep for planned workshop, including design & visuals D E C I D E Define Ambition And Map The Path Ahead • Review, discuss, and prioritize developed provocations to align stakeholder leaders on their future vision. • Together, define the steps to bringing the ambition to reality across our Digital Frame work including impacts to the organization and expected customer experiences. Internal Provocation Ideation Narrow potential provocations and build out top options Core Team Connect Share potential provocations with core client team