Template for _ future State Analysis.ppt

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BearingPoint
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McLean, VA 22102
Tel: 703-747-1111
Fax: 703-747-1112
E-mail: john.doe@bearingpoint.com
BearingPoint
McLean, VA 22102
Tel: 703-747-1111
Fax: 703-747-1112
BearingPoint
McLean, VA 22102
Tel: 703-747-1111
Fax: 703-747-1112
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Table of Contents
Introduction/Executive Summary
Future State Objectives
Future State Organization
Future State Projects/Initiatives
Benefits Estimate
Program Interdependencies
Business Value & Ability to Implement
<The specific contents of this deliverable may vary depending on the level of detail required by the client
and the level of knowledge of team members. Edit, add and revise as appropriate.>

Introduction/Executive Summary

Introduction
<The Future State Analysis deliverable Strategic Vision, Mission & Values deliverable helps
develop a future state concept of operations including people, process and technology
changes based on the opportunities identified in the Identify Areas for Strategic
Improvements activity and/or the new strategy and ensuring that this future state is aligned
with the organization's vision and strategy.
The future state strategic design is at the organizational level for the areas for improvement
identified previously. The detailed implementation of the future state strategic design
initiatives would be conducted within subsequent the BearingPoint Delivery Framework
streams such as Business Process and Packaged Application.
The deliverable outlines the future state objectives and organization, as well as the proposed
projects and initiatives necessary that should be launched in order to achieve the future
state. These initiatives or projects should then undergo a high-level benefits estimate in
order to evaluate and quantify the potential gains or improvements identified. If there are
multiple projects or initiatives, the interdependencies between them should be identified in
order to understand how these projects need to be rolled out. The business value can then
be further detailed in terms of the time required and ability for the organization to
implement the proposed initiatives or projects. This can enable a preliminary ranking of
projects and initiatives.>

Executive Summary
<Describe the introduction and scope of this deliverable, introducing the chosen future state and the
elements covered by this deliverable. An example is shown below. An executive summary covering the key
points covered in this deliverable can also be described here.>
─ The future state operating environment has been developed to bridge the gap between the call
center's current level of performance and its desired target state. The transformation program will
involve a transition plan for:
– Improvements in the Team Leader management and staff skills, competencies, productivity and performance
– Re-engineering of the highest cost and biggest impact enquiry process areas
– Optimization of the workforce planning function including the measurement and reporting framework
– Re – design of the call center structure to support the new operating and process environment
– Establishment of a consolidated and automated reporting management framework based on industry and
competitor standards
Example
Current State Gaps
─ Existing IVR/skills-based routing
structure ineffective
─ Process inefficiencies exist across multiple call
centre process areas
─ Existing metrics and reporting inaccurately depict
productivity and performance
─ High staff turnover (26%) and absenteeism (7%)
─ Team leader skills/competencies inadequate
─ CSO knowledge/training insufficient to address
customer/planner needs
─ Ineffective Workforce Planning function
─ Limited communication between Call Centre and
support functions
Future State Vision
─ Effective IVR and routing structures aligned to
customer/planner needs
─ Streamlined and efficient enquiry processes
─ Comprehensive Call Centre Management Reporting
& Measurement Framework
─ Leading Practice indicators in the areas of staff
productivity, metrics and operating costs
─ Best in Class Team Leaders and Team Leader
development programs
─ CSO's trained, empowered and enabled to
effectively meet customer/planner needs
─ Strategic recruitment plan
─ Formalised Call Centre communication program

Future State Vision & Objectives

Future State Vision
<Describe future state vision depending on what the future state covers (e.g. department,
company vision as a whole, clients). The example below covers the IT strategy vision for
the Department of Justice. For more details refer to the Future State Vision, Mission and
Values deliverable.>
to provide coordinated and cohesive technology and applications
infrastructure which enables staff to work effectively and
closely with other agencies in delivering Justice services in
response to community needs
IT Strategy for Department of Justice Example
Example

Future State Objectives (1/2)
<Describe future state objectives. In the example below, the call center future state objectives have been
identified through 6 separate projects or work streams with each having set objectives.>
Call Centre Improvement Program
6. Reporting &
Analytics
3. Workforce
Planning
Optimisation
5. Technology
Optimisation
1. People
Transformation
2. Business Process
Re-engineering
4. Call Centre
Redesign
─ Develop Call
Centre HR
Strategy
─ Re-design job
profiles
─ Develop a career
path model
─ Assess skills and
competencies
─ Develop team
leader skills and
competencies
─ Develop plans
to reduce
absent. and
lower turnover
─ Re-design
product training
─ Re-engineer
high cost and
impact call
centre enquiry
processes
─ Align where
appropriate
"enquiry"
processes with
process
workstream
end-to-end
─ Optimise call
centre work
force planning
processes
─ Integrate where
appropriate
workforce
planning activity
into Call Centre
─ Establish SLA's
to track and
report on
resource
planning
performance
─ Establish quality
control
mechanisms to
monitor and
track reporting
accuracy
─ Redesign future-
state call centre
structure
─ Consolidate &
streamline
duplicated
functional areas
(e.g. training)
─ Establish
communication
framework with
defined SLA's
between the call
centre and back-
office
─ Redesign the
IVR/routing
structures with
the existing
technology
─ Increase
automated IVR
usage and
migrate
customers to
self-service
channels
─ Minimise caller/
planner
verification
─ Establish a
comprehensive
range of
industry
performance
reporting
─ Develop a
management
reporting
framework
─ Consolidate and
automate
reporting
─ Eliminate
re-work in
reporting
─ Develop
reporting
processes and
quality controls
Objectives
Design & Agree Call Centre Strategy
Example

Future State Objectives (2/2)
<Describe future state objectives. In the example below, future state is compared to current state and best in class to describe
the impact of the future state on particular areas of the organization.>
Example
Pick/Pack/Ship
Available
to
Promise
Pricing
Order
Mgt
Opportunity
Management
Forecasting
─ Direct link to pickers using RF
─ Established Company program
w/minimum number of Companys
to meet business needs
─ Automated exception driven
freight bill processing and auditing
─ Complete transportation cost and
delivery optimization
─ Location confirmation performed
using RF/Hand held terminals
─ Automated, rule-based routing
and scheduling of vehicles
─ Real time Company performance
tracking
─ Limited LTL shipments 100%
compliant with customer ship
dates
─ Picking route is optimized to
minimize material handling
─ Some Company rationalization,
resulting in few Companys
─ Freight bills are paid through PO
system like any other invoice
─ Load consolidation via order
consolidation and/or scheduling
─ Automated notification
─ Split orders by zone/dept
consolidation on dock
─ Use of stand-alone transportation
routing package
─ Difficulty determining most
favorable Company
─ High percentage of LTL and rush
shipments
─ Missed customer shipment dates
─ Picking performed separately for
each order
─ Non-optimized Picking sequence is
sequential and not optimized
─ Freight bills are paid manually and
not audited
─ Large number of Companys, no
formal core Company program
─ Manual routing of vehicles
─ ATP based upon the broadest
supply chain viewpoint
─ ATP extremely responsive to
demand and operations changes
─ Extremely high order fill rates
reflect high accuracy of ATP
─ ATP capabilities are extended to
beyond four walls and consider
supplier capabilities
─ Enterprise-wide visibility to
product through all company and
supplier locations
─ ATP capabilities include all internal
drivers
─ Ability to consider substitute
products/services
─ No ability to consider supply base
impact on ATP
─ Basic ATP capabilities including
some internal drivers but lacking
variables such as Inter transfers
─ Limited visibility to inventory at
alternative sites
─ Manual or no ATP capability
─ High lost sales due to inability to
provide delivery dates with high
level of confidence
─ Limited visibility to product at
alternative locations
─ Pricing is completely dynamic and
based on detailed view of supply
and demand streams
─ No money is "left on the table"
due to limitations in pricing
─ Product price reflects total costs
including all material, labor,
transportation, logistics, etc.
─ Few manual pricing overrides
─ Pricing is reviewed and updated
weekly
─ Pricing considers a broad range of
customer attributes
─ Pricing is finely tuned by sales
channel, customer segment, and
sales office
─ Pricing is reviewed and updated
monthly
─ Pricing includes major costs but
lacks some cost components
─ Standard volume discounts
offered to preferred customers
─ Tools in place to more easily and
frequently maintain pricing
─ Pricing is based on rough cost+
calculations
─ One price for all customers yet
frequent manual discounts and
surcharges
─ Pricing is infrequently reviewed
and difficult to update
─ Totally automated and integrated
using POS/customer info.
─ Immediate order
acknowledgement and order
promising
─ VMI in place for key customers
some use of POS/customer data
─ Timely acknowledgements and
order promising
─ Electronic – seldom requires
rekeying. Some VMI and some
upstream order visibility
─ Order acknowledgement and
promising delayed
─ Primarily Electronic but usually
requires rekeying
─ Limited upstream order visibility
─ Primarily from hard copy some
from fax
─ Defined corporate lead
qualification process
─ Defined std sales methodology
─ Review lost opportunities
─ Ability to work offline and
synchronize
─ Continuously monitor sales
pipeline
─ Quotes are entered electronically
─ Quotes are monitored for
─ expiration
─ Those nearing expiry are reviewed
in an actionable time Frame
─ All quotes are entered in an
integrated OM environment.
─ Quotes link electronically to
customer orders
─ Approval is workflow driven
─ Probabilities influence planning
and scheduling
─ Probable quotes are maintained in
an on-line environment
─ Pricing is reviewed manually and
validated prior to submission
─ Inquiries and quotes are not
tracked
─ Quotes are maintained off line
─ Limited visibility to quotes
─ No impact on forecasting
─ No won/loss review
─ Integrated forecasting tools with
collaborative forecasting and
planning agility
─ Closed loop, 360 degree
continuous forecasting cycle
─ Integrated forecasting tools with
leading indicators, sophisticated
user settings and an effective
S&OP process
─ Basic history based forecasting
system with a limited S&OP
process
─ Use of some market intelligence
for overrides
─ Spreadsheets and/or point
forecasting system usually within
the supply chain functional only
─ Manual with some spreadsheets
Full Value Chain
Limited Integration
Corporate Excellence
Process Focus
Functional Silo
Best-in-class target Company Future State
Company Current State

Future State Organization
<Describe the future state new organization, taking into account the changes to the current state. A
detailed example is provided below. Refer to the Organizational Assessment deliverable for more
organizational charts examples.>
Customer
Management
Fairgo FoI
Customer
Responsiveness
eLearning
Kiosk
Training
DB
CHRIS
Building Staff
Capabilities
Oracle
Financials
EC4P
GIMS
Managing
Finances &
Assets
SCT
Courts
Ringtail
Jurors
TMS
CaseWorks
Registry
Probate
CCCFM
Cocassis
Courtlink
Access to Equitable Justice
BA
Regal
LifeData
Numerous
Access DB
Business
Specific
Applications
Data
Warehouse
Extract
Tools
OCSC
view
Business
Unit views
Business
Unit views
Business
Unit views
Portfolio
reporting
views
Managing Performance
A Current applications
New applications
Applications being replaced
Applications to be replaced
A
A
A
PIMS
Prison
Facilities Mgt
OASIS
Prisoner
Visitors ID
VRAS
CMS
OPA CMS
Offender Management,
Victims and Client Support
E*Justice
Web Content
Management
Email /
Calendar
Collaboration
Knowledge
repositories
EDMS
Connecting Justice
Online
Lotus Notes
Customer Community Staff
Other agencies
Partners Legal Profn
EAI (JKE)
Presentation, security, and integration
IVR, Web, email, wireless, desktop
E-business Portal
Infrastructure
Customer
Management
Fairgo FoI
Customer
Responsiveness
Customer
Management
Fairgo FoI
Customer
Responsiveness
eLearning
Kiosk
Training
DB
CHRIS
Building Staff
Capabilities
eLearning
Kiosk
Training
DB
CHRIS
Building Staff
Capabilities
Oracle
Financials
EC4P
GIMS
Managing
Finances &
Assets
Oracle
Financials
EC4P
GIMS
Managing
Finances &
Assets
SCT
Courts
Ringtail
Jurors
TMS
CaseWorks
Registry
Probate
CCCFM
Cocassis
Courtlink
SCT
Courts
Ringtail
Jurors
TMS
CaseWorks
Registry
Probate
CCCFM
Cocassis
Courtlink
BA
Regal
LifeData
Numerous
Access DB
Business
Specific
Applications
BA
Regal
LifeData
Numerous
Access DB
Business
Specific
Applications
Data
Warehouse
Extract
Tools
OCSC
view
Business
Unit views
Business
Unit views
Business
Unit views
Portfolio
reporting
views
Data
Warehouse
Extract
Tools
OCSC
view
Business
Unit views
Business
Unit views
Business
Unit views
Portfolio
reporting
views
New applications
A
A
A
New applications
A
A
A
PIMS
Prison
Facilities Mgt
OASIS
Prisoner
Visitors ID
VRAS
CMS
OPA CMS
E*Justice
PIMS
Prison
Facilities Mgt
OASIS
Prisoner
Visitors ID
VRAS
CMS
OPA CMS
E*Justice
Web Content
Management
Email /
Calendar
Collaboration
Knowledge
repositories
EDMS
Connecting Justice
Online
Lotus Notes
Web Content
Management
Email /
Calendar
Collaboration
Knowledge
repositories
EDMS
Connecting Justice
Online
Lotus Notes
Other agencies
Other agencies
EAI (JKE)
E-business Portal
Infrastructure
EAI (JKE)
E-business Portal
Infrastructure
Example

<Identify the major projects or initiatives involved in achieving the required future state.
An example for a call center improvement project is detailed below.>
Call Centre
Improvement
Projects
1. People Transformation
─ Improve Team Leader management and staff skills, competencies,
productivity and performance
2. Business Process Re-engineering
─ Re-engineer the highest cost and biggest impact enquiry process areas
3. Workforce Planning Optimisation
─ Optimise the workforce planning function including the measurement
and reporting framework
4. Call Centre Redesign
─ Redesign the call centre structure to support the new operating and
process environment
5. Technology Optimisation
─ Optimise existing telephony functionality and redesign specific
technology elements
6. Reporting & Analytics
─ Establish a consolidated and automated reporting management
framework based on competitor and leading practice standards by
leveraging the existing reporting engines available at XXX
Design & Agree
Call Centre
Strategy
Example

<For each Future State project or initiative, fill out the template below describing key activities, objectives,
timelines and brief cost/benefit. Please note that the cost estimate may only be preliminary (as this is
detailed further in the Strategic Requirements deliverable.>
Key Activities
Objectives
Implementation Effort & Timeframe
Benefits
─ E.g Reduce turnover by 6%
─ Reduce absenteeism by 2%
Expected Benefit: $XXXk
─ E.g Call Centre Expert for XX
weeks
─ 1 Methodology Expert for XX
weeks
─ 1 Project Manager – 2 days per
week for XX weeks
Cost Estimate: $XXXk
─ E.g Develop Call Centre HR Strategy
─ Develop specific plans to reduce CSO turnover and manage absenteeism
─ Develop Team Leader skills & competencies
5
Redesign +
IT Required
4
Redesign
Only
3
Improve +
IT Required
2
Improve
Only
1
Minor or
No Change
Expected Timeframe – Design: XX weeks, Implementation: XX weeks
─ E.g. Develop Call Centre HR Strategy
─ Develop tactical means to manage
absenteeism and turnover
─ Review training roles, responsibilities
and content
1. People Transformation
2. Business Process Re-engineering
3. Workforce Planning Optimisation
4. Call Centre Redesign
5. Technology Optimisation
6. Reporting & Analytics
Call Centre
Improvement
Projects
Cost Estimate
Example

Benefits Estimate
<Provide a high-level benefits estimate of the future state design projects or initiatives. In the example
below, the total anticipated benefits are expected to be approximately $4.5 million annually. These were to
be realized through improved operational performance, efficiency and optimization of resources.>
Example
$2,000k
$4,000k
$6,000k
$20,000k
$18,000k
$1.5M
$1.4M
$250k
$294k
$522k
$548k
#3. Workforce
Planning
Optimisation
$4.5M
#1. People
Transformation
#2. Business
Process
Re-engineering
#4. Call
Centre
Redesign
#5.Technology
Optimisation
#6.Reporting
& Analytics
Total
Call Centre
Improvement
Projects
2003
Call Centre
Budget
Call Centre Improvement Projects
$19.83M
Total Potential
Project Benefit of
of $4.55M

<Map a project "critical path" as described below in the example to demonstrate the interdependent nature
of the projects identified, and highlight the requirement for a comprehensive program management
framework to ensure the successful roll-out of the projects to achieve the future state.>
Project Interdependencies
Example
Design & Agree
Call Centre
Strategy
3. Workforce
Planning
Optimisation
2. Business
Process
Re-engineering
1. People
Transformation
5. Technology
Optimisation
4. Call Centre
Re-design
6. Reporting &
Analytics
Foundation
(0 – 6 months)
Medium-Term
(6 – 12 months)
Long-Term
(12 – 24 months)
Yr 1 Yr 2 Yr 3

Business Value &
Ability to Implement

Business Value & Ability to Implement
<Provide a brief outline of the future state strategic design business value &
ability to implement. An example is for a call center improvement project is
provided below.>
Example
Call Centre Improvement Project Ranking
Ability to Implement
Time
to
Implement
High
Low
Easy
Difficult
Longer-term
Opportunities
Short-term
Opportunities
Project #4.
Redesign
Call Centre
Project #2.
Business Process
Re-engineering
Project #6.
Reporting & Analytics
Project #1.
People
Transformation
Project #3.
Workforce Planning
Optimisation
Project #5.
Technology
Optimisation
1
2
3
4
5
6
7
8
9
0 1 2 3 4 5 6 7 8 9 10
$548k
$522k
$1.4M
$1.5M
$293k
$250k

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