bc

Should Be Factbook
Contact: Jeremy Lagomarsino

March 2000
Copyright© 1998 Bain & Company, Inc.
Should Be Factbook
Agenda

• Objectives

• Should Be Factbook Templates

Core Process Redesign Toolkit

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Should Be Factbook
Objectives

• Provide formal codification of output

from Redesign phase
• Act as primary reference source for
questions about "As is" and "Should be"

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Should Be Factbook
Agenda

• Objectives

• Should Be Factbook Templates

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 Template
Should Be Factbook Should Be Factbook Templates
Business Case (Story Form)

Instructions
• Create story in 5-6 bullets
• Use entire package to drive three
presentations
- 3 minute version (one slide)
- 45 minute version (10-15 slides)
- 3 hour version (40-60 slides)

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Executive Summary (1 of 2)

• 10-15 word • Bullet points written in “proper” English, i.e. full sentences, correct grammar,
summary of each etc.
key section
- Sub Bullet
 Sub-sub Bullet

• See example on following page

Instructions
• Use 1-3 slides to summarize the entire output of
the redesign phase for your process:
- what has been looked at
- what was broken and needs fixing
- how will it be fixed and what are the key
Critical Actions
- how will the key Critical Actions be
implemented
- what value will they create for the business
• Be as concise, specific, and quantitative as
possible
• Ask yourself “If these were the only slides a senior
executive were to read about our process, what
would we need to include?”

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Should Be Factbook
rator Roll-
Telco Ope LE
out EXAMP
• Roll-out of the
network is a key
strategic imperative
• "As is" provisioning
process is high cost
• "Should be": A targeted
neighborhood by neighborhood
roll-out of the network
significantly improves the
economics
Template
Should Be Factbook Templates
Executive Summary (2 of 2)
• Roll-out of the network is a key strategic imperative for Telco:
- leverage the investment made to date ($1.5bn)
- capture ‘fair share’ of the local call market
 approximately 35% of total telephony market
 local call resale currently unattractive (c. 5% gross margin)
- capture broad-band revenue opportunities
- meet financial market expectations
• Telco is forecast to spend approximately $280M ($80M opex, $200 capex) on provisioning
of customers on the network over the next 18 months
• The current provisioning process is characterized by:
- high cost per install (opex and capex)
- $1,000 per sub
- lack of proximity of installs - geography and time
- variable cycle times
- lack of coordination between marketing, sales, and installation
- lack of coordination between subscriber service groups
• The "Should be" vision estimates a significant improvement in the economics of connecting customers by developing a targeted,
neighborhood based roll-out of the network:
- concentrated node roll-out, and sales and installation process, reduces “non-work” time and facilitates “volume” based
provisioning
• Customer satisfaction improvement due to more rapid install
• Integrated product package critical to increasing customer value
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Table of Contents
• Scope
• "As is"
- process overview
- economics
- customer requirements
- competitive benchmarking
• "Should be”
- mission statement
- process overview
- Change Campaign diagnostic
- economics
- metrics
- organizational requirements
- IT requirements
- other core process dependencies
• Appendix
- glossary of terms

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rance Scope
Service Assu
EXAMPLE
Billing and Collections
Service Provisioning
Sales

Service Provisioning
Respond to Identify Network Confirm Fix Billing
Diagnose
Sales Customer Performance Restore Fix and Update and
and Prioritise Collections
Service Issue Issue Systems
Network Creation

Product Development Performance Management

• Providing fully- • Customer service • Real-time surveillance of • Investigation, diagnosis, and • All stages of • All permanent • Updating all • Recording
the Telco network prioritization of problem reports
defined and functionalities temporary repairs relevant call
- collecting information • restoration process, databases for detail data
fully-tested: Performance management • Performance management
- transferring monitoring related to efforts resulting from trending including new
- platforms customers to correct assurance analysis • Coordinate and/or
- diversion of configuration or
- trending analysis
- products location traffic fix Telco
- reporting • Dispatching problems to inventory
- services - resolving questions appropriate work force - temporary fix sold/leased
depletion
and complaints • Maintaining defined service until permanent CPEs/handsets/ST
- basic levels • Escalation of problem fix can be Us
troubleshooting - preventative resolution, if necessary (up to • Closing with the
maintenance 7 stages) addressed
- reporting - change management customer

Instructions
• Create detailed blank diagrams of
process scope with supporting
detail
Providing status
- to customer
- to internal Telco
areas

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 Process
ProcessDependent
Dependent
Should Be Factbook Should Be Factbook Templates
Input and Output

Instructions
• Create detailed maps of higher level
inputs and outputs
• Carefully document inputs and outputs of
each sub Critical Action in 1-2 slides each

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Table of Contents
• Scope
• "As is"
- process overview
- economics
- customer requirements
- competitive benchmarking
• "Should be”
- vision
- process overview
- Change Campaign diagnostic
- economics
- metrics
- organizational requirements
- IT requirements
- other core process dependencies
• Appendix
- glossary of terms

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 Process
ProcessDependent
Dependent
Should Be Factbook Should Be Factbook Templates
“As-is” Description

Instructions
• Describe the “As-is”
• The description should be accompanied
by a graphical depiction of the “As is”,
which can be used to compare against a
similar graphical depiction of the “Should
be”
• One or more slides may be used

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 Template
Should Be Factbook Should Be Factbook Templates
ation
Network Cre
EXA M PL E Critical Disconnects

Plan Design Implement

Identify Translate Prepare Review and Bid and Test and Review/
Prioritize Install
Requirements Requirements Business Case Approve Procure Certify Hand-off

Network: • Forecasting • Unclear • Potentially • Sometimes • Lack of • Vendors not • Full value of • Inconsistent
process is linkage to over- ignore accountab- managed outsourcing record
aggressively
significantly strategy dimensi- operational ility for may not be keeping and
• Some unit costs
broken oning some and support performance and cycle times captured document-
elements of requirements • Some could be • Timing of ation
network • Limited process improved implemen-
flexibility for inefficiencies • Problems in ations may not
logistics lead to
different equipment
be optimal
project types shortages

IT: • Business • No long- • Poor • Imprecise • IT vendors • Significant • Shortage

requirements term IT communi- costing and involved in delays and of IT
aren’t priori- cation of resource selection budget testing
effectively ization future IT estimation on process overruns in IT resources
passed into IT process in requirements IT projects projects
requirements place
Instructions
• Under building against capital plan • Describe the critical disconnects (across
• Minimal project management support structures in place
• Inconsistent application of IT project management tools the value chain of the process)
• What is broken in the current process?
• Use bold/italics to indicate issues
addressed by the "Should be"

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Table of Contents
• Scope
• "As is"
- process overview
- economics
- customer requirements
- competitive benchmarking
• "Should be”
- vision
- process overview
- Change Campaign diagnostic
- economics
- metrics
- organizational requirements
- IT requirements
- other core process dependencies
• Appendix
- glossary of terms

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Should Be Factbook Should Be Factbook Templates
Economics

Instructions
• Use 3-10 slides to summarize the "As-is" economics
• Key elements to include are:
- total cost
- unit cost
- relevant benchmarks
- cost drivers (for each major cost category)
• Examples of suitable slide formats are provided. Those stamped “Template”
are slides which should be replicated for your process in an identical format;
the others are examples provided for reference
• Feel free to include additional slides which are relevant for your process

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Total Cost/Unit Cost
ection
Billing & Coll
EXAMP EL

Mail
$76M $32M $29M $23M $23M Total
100%
Managed Data Processing Staff License
$183 M
Staff Accounts Paper
80%
Vendor Fees
Percent of Total Cost

Print
Support
60%

Mass Vendors
40% Mail
Market
Bad Debt

Operations
20%
Staff
0%
Receivables/Collections Query Bill Payments IT
Processing
Handling Distribution

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 Process
ProcessDependent
Dependent
Should Be Factbook le c t
i on Should Be Factbook Templates
C o l
ng & MPLE
Bi l l i
EXA Cost Drivers By Cost Category

Payment processing costs are driven by the mix

and unit cost of channels used.
$3.0
Processing
Vendor Fee
$2.5
$2.24 Drivers
Cost per Payment

$1.79 • Duplication of channels

$2.0
• High usage of costly channels

$1.35
$1.5
$1.22 $1.19 $0.99 • High channel costs
- vendor fees

$0.85
$0.70 - internal processing costs
$1.0
$0.56
$0.5

$0.0

Channel Player E
Channel Player A Channel Channel

Channel Player H
Channel Player G
Channel Player F

Channel Player I
Channel
Player B Player C Player D

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Table of Contents
• Scope
• "As is"
- process overview
- economics
- customer requirements
- competitive benchmarking
• "Should be”
- vision
- process overview
- Change Campaign diagnostic
- economics
- metrics
- organizational requirements
- IT requirements
- other core process dependencies
• Appendix
- glossary of terms

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 Process
ProcessDependent
Dependent
Should Be Factbook Should Be Factbook Templates
Customer Requirements

Instructions
• Describe customer feedback from surveys
or benchmarking activity
• Address key areas
- service
- price
- reliability
- functionality

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 Template
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Table of Contents
• Scope
• "As is"
- process overview
- economics
- customer requirements
- competitive benchmarking
• "Should be”
- vision
- process overview
- Change Campaign diagnostic
- economics
- metrics
- organizational requirements
- IT requirements
- other core process dependencies
• Appendix
- glossary of terms

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 Process
ProcessDependent
Dependent
Should Be Factbook Should Be Factbook Templates
Competitive Benchmarks
Billing &
Budgeted bad debt levels were significantly Collection
higher than leading global telcos. EXAMPLE

Bad Debt

Bad Debt/
BNS Revenue
Drivers
Telco 0.3%
2.5% • No credit screening

LD 1.8% • 1456 access over-rides

(Millions of Dollars)

• No credit screening
Bad Debt

• Lack of early detection

capabilities
Mobile

2.4%
Instructions
• Describe benchmark findings in 1-3 slides

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Table of Contents
• Scope
• "As is"
- process overview
- economics
- customer requirements
- competitive benchmarking
• "Should be”
- vision
- process overview
- Change Campaign diagnostic
- economics
- metrics
- organizational requirements
- IT requirements
- other core process dependencies
• Appendix
- glossary of terms

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 Process
ProcessDependent
Dependent
Should Be Factbook Should Be Factbook Templates
Vision

Instructions
• Document the high level vision statement
that provide direction and inspiration (will
incorporate competition imperatives)
• Focus on the “where are we going to be”
rather than “how are we going to get
there”

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Summary of Changes

TODAY
TODAY TOMORROW
TOMORROW

• X employees
• Revenue/employee ~$159K
• 1-2 new products/year
• 3% of revenue and <1% of margin for
new products
• Average duration of a simple new
connect ~20+ minutes
• 2% of customers using electronic
channel for ordering/changing service
• etc.
• Y employees
• Revenue/employee ~$200K
• 5-6 new products/year
• 10% of revenue and 5% margin for
new products
• Average duration of a simple new
connect ~5 minutes
• 20% of customers using electronic
channel for ordering/changing service
• etc.
Instructions
• The intention of this slide is to provide a
data-driven summary of the “before” and
“after” picture at the process level by
highlighting key changes from "As is" to
"Should be"
• Each bullet point should have key data
quantifying improvements made

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 Template
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Table of Contents
• Scope
• "As is"
- process overview
- economics
- customer requirements
- competitive benchmarking
• "Should be”
- vision
- process overview
- Change Campaign diagnostic
- economics
- metrics
- organizational requirements
- IT requirements
- other core process dependencies
• Appendix
- glossary of terms

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n
l l e ctio
l l i n
Co
g & P LE Redesign Imperatives
Bi EXAM

Marketing Strategy
IT
Credit Receivable Bill Query Payment
Product Development Collections
Service Provisioning
Control Identification Distribution Handling Processing
Sales

• Billing involvement • Extend scope of• Establish • Negotiate with • Reduce • Migrate • Risk based
in value proposition credit screening Revenue vendors enquiry customers to collections
development • Improve Assurance • Migrate volumes electronic approach
customers to through clearer
opportunities for team to put in payment • Earlier detection
electronic billing billing formats
credit- place revenue • Optimize bill channels and actioning
challenged • Automated call
leakage control format to handling
• Automated call
customers mechanisms reduce length handling

• Organizational interfaces and effectiveness

• Consolidated billing platforms
• Systems interfaces and integration with customer service, billing
and receivables, and order management

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 Process
ProcessDependent
Dependent
Should Be Factbook Should Be Factbook Templates
“Should be” Description

Instructions
• Describe the "Should be"
• Maintain same format as "As is"
description to enable easy comparison
• The description should be accompanied
by a graphical depiction
• One or more slides may be used

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Table of Contents
• Scope
• "As is"
- process overview
- economics
- customer requirements
- competitive benchmarking
• "Should be”
- vision
- process overview
- Change Campaign diagnostic
- economics
- metrics
- organizational requirements
- IT requirements
- other core process dependencies
• Appendix
- glossary of terms

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Change Campaign Diagnostic
A Change Campaign is a differentiated action plan built around the set of tools required
to successfully drive process and organizational improvement for the highest impact.
It has nine critical dimensions:

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Change Campaign Dimensions (1 of 2)
To achieve breakthrough business results, follow the “Ideal
Future” definitions for each of the nine dimensions...
Alignment
Alignmentofof Norms,
Norms,Values
Values&&
Metrics Communication
Communication Training
Training
Metrics Key Beliefs
KeyPeople
People Beliefs
Ideal • Identified, well- • Correctly aligned, • Organization has • Organization has • Well-established
Future: communicated supportive people been readied for closed the skill culture of standards
metrics that guide at all levels of the change and gaps to drive from that govern behavior
the organization organization with transformed current situation to in the organization
to breakthrough understanding of through audience- the ideal future and drive desired
performance and urgency for change tailored, careful results
continuous and plan to get communication
improvement there

Knowledge
Knowledge
Organization
Organization ITITSystems
Systems Incentive
IncentiveSystems
Systems Management
Management
Ideal • Implemented • Prioritized and • Full alignment of • Well-understood
Future: organizational executed plan to organization mechanism for
structure with establish incentives to capturing ongoing
appropriate job infrastructure promote required learning and
descriptions that necessary to behavior to fulfill cycling it back into
has appropriate support business ideal future the organization
alignment to drive decisions, metrics
business to to reach vision
breakthrough
performance

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Change Campaign Dimensions (2 of 2)
Then, follow the definitions below on “How to Get There”…
Alignment
Alignmentof
of Norms,
Norms,Values
Values&&
Metrics
Metrics Communication
Communication Training
Training
Key People
Key People Beliefs
Beliefs
How • Evaluate the • Identify the • Explain the • Design reskilling • Define the
to Get performance of supportive people change to all key interventions that standards to
There the business with and place them in stakeholders reflect the change govern behavior
: new metrics to the right positions with a frequency for people at all and drive desired
reflect the change within the new and medium that levels of the results and build
organization optimizes their organization them into all of the
structure; move understanding systems of the
out unsupportive and involvement organization
people as needed
Incentive
Incentive Knowledge
Knowledge
Organization
Organization ITITSystems
Systems Systems
Systems Management
Management
How • Design the right • Modify the • Modify the • Design the tools
to Get organizational information incentive to capture the
There : structure and jobs technology systems to organization’s
to reflect the systems to reflect motivate the ongoing learning
change and align the change in behavior that and feed it back
behaviors and ways that use reflects the into the
work with desired technology as a change and organization
results competitive desired results
advantage
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From … To … Gap Analysis Worksheet
…and identify the gaps that must be closed in order to reach the “Ideal Future.”
These gaps are the basis for the Change Campaigns.
From To Gaps

Slow product rework & Rapid product rework & Process speed
re-release process re-release process gap

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Identify the Change Campaigns Tool
Determine the total list of potential Change Campaigns required to close the gaps
identified in the “from…to” analysis and achieve the ideal future.

Description of the Gaps Change Campaign

Process speed gap:

• Currently, the product rework & re- • Develop a rapid product rework & re-
release process takes 12 months. To be release process to allow for a 6 month
competitive, it must be 6 months or less. or less cycle time.

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Change Campaigns Prioritization Tool
Assess all potential Change Campaigns with regard to impact and ease of implementation
in order to select those Change Campaigns that can be designed and executed for
acceleration.

High
Carefully consider the Choose the change
Change Campaigns that campaigns that fit in
fit in this quadrant. this quadrant.

Impact

Low

Low Ease of Implementation High

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Change Campaigns Assessment Tool
To flesh out the Change Campaign, run each campaign through the gauntlet of the
organization’s current reality. Assign the type of impact (positive/green,
neutral/yellow or negative/red) each aspect of the organization’s current reality will
have on the Change Campaign. The resulting color scheme will help define the key
initiatives of the Change Campaigns.

Mixed
Positive Neutral Negative
Impact
Impact Impact Impact
(any mix)

Organization’s Current Reality

Selected Alignment Norms,

Communi- Incentive Knowledge
Change Metrics of Training Values & Organization IT Systems
cation Systems Management
Campaigns Key People Beliefs

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Results Readiness Indicator
The results readiness indicator uses the nine dimensions of a
Change Campaign to measure progress along five levels.

el 1
Le v

el
Le v
5

Note: See Change Campaign Results Readiness Indicator module for more details
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Should Be Factbook
Change Campaign 1
(CC Name)
No. of
Critical Actions: X X
Critical Action 1.1 (Name of Critical Action)
1.2 (Name of Critical Action)
1.3 (Name of Critical Action)
etc.
Template
Should Be Factbook Templates
Change Campaign Summary
Core
CoreProcess
ProcessName
Name
Change Campaign 2 Change Campaign 3 Change Campaign 4
(CC Name) (CC Name) (CC Name)
Total
X X X
2.1 (Name of Critical Action) 3.1 (Name of Critical Action) 4.1 (Name of Critical Action)
2.2 (Name of Critical Action) 3.2 (Name of Critical Action) 4.2 (Name of Critical Action)
etc. etc. etc.
Instructions
• Provide one-page summary of the
redesign components
• Text on this slide should be limited to the
name of each Change Campaign and
Critical Actions (subsequent slides will
provide more details)
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Table of Contents
• Scope
• "As is"
- process overview
- economics
- customer requirements
- competitive benchmarking
• "Should be”
- vision
- process overview
- Change Campaign diagnostic
- economics
- metrics
- organizational requirements
- IT requirements
- other core process dependencies
• Appendix
- glossary of terms

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“Should be” Economics

Instructions
• As with the "As is" economics section, use 3-10 slides to summarize "Should be"
economics
• Key elements to include are:
- unit cost and total cost impact
- sources of savings
- performance versus benchmarks
- implementation investments
• Examples of suitable slide formats are provided. Those stamped “Template” are slides
which should be replicated for your process in an identical format; the others are
examples provided for reference
• Feel free to include additional slides which are relevant for your process
• Special notes for processes projecting incremental revenue due to "Should be":
- the materials in this pack focus mainly on the cost side. Where revenue benefits are
projected, include additional slides as appropriate
- a revenue version of the following slides should always be included
 “Impact on Total Cost” (i.e. Impact on Total Revenue)
 “Sources of Savings” (i.e. Sources of Incremental Revenue)

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Total Headcount
Should Be Factbook Templates
Headcount Impact
Sources of
Headcount Reduction

100 100%
Managerial
Other
80 80%
Processing

60 60%
Collections

40 40%

Order
20 20%
entry

0 0%
Should Be
2000
As IS 1999

2001

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Financial Impact

Incremental Economic Impact

Full Potential
1999/00 2000/01 2001/02 (Redesign View)
(projected volumes) (projected volumes) (projected volumes)

Change Pre-Tax Pre-Tax Pre-Tax

Total Process
Campaign Critical Actions EBITDA Cash EBITDA Cash EBITDA Cash EBITDA
Cost (1997/98) Flow* Flow* Flow*

CC1 1.1 $ $ $ $ $ $ $
Change 1.2 $ $ $ $ $ $ $
Campaign 1.3 $ $ $ $ $ $ $
Name
Total: $ $ $ $ $ $ $

CC2 2.1 $ $ $ $ $ $ $
Change 2.2 $ $ $ $ $ $ $
Campaign 2.3 $ $ $ $ $ $ $
Name
Total: $ $ $ $ $ $ $

CC3 3.1 $ $ $ $ $ $ $
Change 3.2 $ $ $ $ $ $ $
Campaign 3.3 $ $ $ $ $ $ $
Name
Total: $ $ $ $ $ $ $

CC4 4.1 $ $ $ $ $ $ $
Change 4.2 $ $ $ $ $ $ $
Campaign 4.3 $ $ $ $ $ $ $
Name
Total: $ $ $ $ $ $ $

Total: $ $ $ $ $ $ $ $

* Exclude financing cash flows and tax Core Process Redesign Toolkit
Note: Incremental economic impact values include one-time costs; full potential values do not BOS SHOULDBEFACT 41
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Table of Contents
• Scope
• "As is"
- process overview
- economics
- customer requirements
- competitive benchmarking
• "Should be”
- vision
- process overview
- Change Campaign diagnostic
- economics
- metrics
- organizational requirements
- IT requirements
- other core process dependencies
• Appendix
- glossary of terms

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Metrics Plan

Frequency*
"As is" Sep ‘99 Oct ‘99 Nov ‘99 Dec ‘99 1999

Reporting

Relevant
Data

Actions
Critical
Metrics Source

Level
Date
7 14 21 28 5 12 19 26 2 9 16 23 30 7 14 21 28 Jan Feb Mar Q2 Q3 Q4

180 160 140 120 100

Cycle time 1.2

FY97/98
W
1.3

240
2.4

Metrics 2 M

Metrics 3 M

Metrics 4 M

Metrics5 W

Metrics 6 W

Target

Core Process Redesign Toolkit

Note: *W=Weekly; M=Monthly
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Billing & Coll
EXAMPLE Impact on Unit Cost
Achieving the "Should be" will lower unit
costs from $7.30 to $3.95 over the next
several years. Unit Cost Sources of Savings
(at projected volumes)
$8 $3.35
$7.30 100%
Query Handling
% Reduction
vs. "As is" Billing
Total: 46%
80% IT

Percent of Total Savings

$6 $5.57

IT $4.82 Collections
Cost per Bill

60%
$3.95
$4 Billing
57%
Payments
70%
Handling

40%
Query

49%

20%
$2
Bad 17% 20% Bad Debt
Debt
61%
$0 0%
Unit Cost Reduction (to 6/01)

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 Template
Should Be Factbook Should Be Factbook Templates
Impact on Total Cost

Total Cost Total Cost

(at 1998/99 Volumes)* (at Projected Volumes)
$M
$M
$M

$M
$M
Total Process Cost

Total Process Cost

$M
$M

$M

1998/99 1999/00 2000/01 2001/02 1998/99 1999/00 2000/01 2001/02

As is Should Should Should
Be Be Be
Saving vs. Saving vs.
"As-is": N/A $__ $__ $__ "As-is": N/A $__ $__ $__

Core Process Redesign Toolkit

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 Process
ProcessDependent
Dependent
Should Be Factbook Should Be Factbook Templates
Performance vs. Benchmarks

$__ Cost Per Customer

$__

$__

Industry
Average
$__

$__

TELCO Competitor A Competitor B TELCO Competitor C

As is Should Be
Instructions
• Modify the benchmark slide(s) from the
"As is" section to include the "Should be"
economics (at full potential)
• Show both "As is" and "Should be" values
for Motorola

Core Process Redesign Toolkit

BOS SHOULDBEFACT 46
BOOK1
 Template
Should Be Factbook Should Be Factbook Templates
Table of Contents
• Scope
• "As is"
- process overview
- economics
- customer requirements
- competitive benchmarking
• "Should be”
- vision
- process overview
- Change Campaign diagnostic
- economics
- metrics
- organizational requirements
- IT requirements
- other core process dependencies
• Appendix
- glossary of terms

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Should Be Factbook Should Be Factbook Templates
“Ad-is” Organization Chart

Instructions
• Present “As-is” organization charts for
all major areas impacted by redesign

Core Process Redesign Toolkit

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 Process
ProcessDependent
Dependent
Should Be Factbook Should Be Factbook Templates
“As-is” Decision Matrix
EXAMPLE
Charting decision-making revealed unclear decision authority
with multiple decision-makers and approvals required.

= Approval
IA= Input en
t
r/
er
/S
I
en
t
D = Decision e m M age
ag em
t g A an n g te
DI = Decide en a /C a r a
= Input m M an ger t in
g
M
M ge an ing er uo
e A M a r r m a M e Q
ag /T ld s
gi ine
e e a e an nd n n & te g
VP Fie an ne gr nc an gi id o rin
A = Approve an s / t M rate Eng tor gi Pro ina s
M
ra t Pl En t B Qu cts tu ip
M le n n t n s /B t c
uc &
c
ne uct duc duc a
d
or Sa ivis
io u S el ire
co ield Fi I D ield Fie
E ld F
si
ra uf Sh
ct el
d od id nt an rop
Se D Ac F S F Fi Bu r od Pro Pro Pr B Co M
Decision P D
Account planning A D D D I I I

Preliminary customer needs assessment A D D D D D

Business case development A A D D I I I D A I I I

Prioritization and resource allocation A A D I I D I I D A D I I I

Finalized customer needs assessment A A D D D D D I I I I

Project strategy A A A D D A D D I D A I I I I I I

Influence customer A A A D D A I D D A I I I I D I

Budgetary quote A A D D A D D I D A I I I I I I I

Competitive advantages/strategy A A A D D D I I D A D D D D

System concept A A A D D A D D D A I I I I I

System design A A A D D A D D D A I I I I I Instructions

Preliminary service/SI plan A D D A D D I A I I I I I I I
• Assess current decision-making
Service/SI plan A D D A D D I A I I I I I I I
process by completing an IDA matrix
Risk management and deflection A A A D D A D D I D A D I I I D I D
for the core process
Proposal pricing/Ts & Cs A A A D D A I D D D A I I I I I I D

Negotiation strategy A A A D D A I D I I I D
• Highlight level of challenge expected
in moving organization
Contract pricing/Ts & Cs A A A D D A I D D D A I I I I D I D

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Should Be Factbook Should Be Factbook Templates
“Should-be” Organization Chart

Instructions
• Develop and present “Should be”
organization chart required to drive
results

Core Process Redesign Toolkit

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 Process
ProcessDependent
Dependent
Should Be Factbook Should Be Factbook Templates
“Should-be” Decision Matrix

Among the project participants, responsibilities and authority are clearly defined. A
core team led by the certified project owner, is responsible for all decisions through
project completion, drawing on support and centralized information as required.

Core Team Support Centralized Information

I =I Input
= Input

D =D Decide
= Decision

A =AApprove
= Approval

Decision
Account Planning D I

Preliminary customer needs assessment D

Business case development D
Prioritization and resource allocation D I

Finalized customer needs assessment D I I I

Project strategy A D I I I I I I

Influence customer A D I I I I I

Budgetary quote D I I I I I I I

Competitive advantages/strategy D I I I I

System concept D I I I I I

System design A I D I I I

Preliminary service/SI plan D I I I I I

Service/SI plan A I I D I I

Risk management and deflection D I I I I I I

Proposal pricing/T's & C's A D I I I I

Negotiation strategy D I I

Contract pricing/T's & C's A D I I I 10

Core Process Redesign Toolkit

BOS SHOULDBEFACT 51
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 Template
Should Be Factbook Should Be Factbook Templates
Table of Contents
• Scope
• "As is"
- process overview
- economics
- customer requirements
- competitive benchmarking
• "Should be”
- vision
- process overview
- Change Campaign diagnostic
- economics
- metrics
- organizational requirements
- IT requirements
- other core process dependencies
• Appendix
- glossary of terms

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Should Be Factbook Should Be Factbook Templates
IT Requirements

High

Impact
• Timing
• Performance

Low

Easy Hard
Ease of
implementation Instructions
• Timing • Highlight IT driven dependencies
• Resources
• Category dependencies according to their
required
impact and ease of implementation

Core Process Redesign Toolkit

BOS SHOULDBEFACT 53
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 Template
Should Be Factbook Should Be Factbook Templates
Table of Contents
• Scope
• "As is"
- process overview
- economics
- customer requirements
- competitive benchmarking
• "Should be”
- vision
- process overview
- Change Campaign diagnostic
- economics
- metrics
- organizational requirements
- IT requirements
- interactions and linkages
• Appendix
- glossary of terms

Core Process Redesign Toolkit

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 Template
Should Be Factbook Should Be Factbook Templates
Interactions and Linkages

An output from one core process that results in an input to

another core process is called a linkage.

• Core processes and sub-processes cannot function

alone. There MUST be interaction among the core
processes to provide break-through business results.
Therefore, it is important to identify and manage the
linkages among the core processes.

Core Process Redesign Toolkit

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 Template
Should Be Factbook Should Be Factbook Templates
Table of Contents
• Scope
• "As is"
- process overview
- economics
- customer requirements
- competitive benchmarking
• "Should be”
- vision
- process overview
- Change Campaign diagnostic
- economics
- metrics
- organizational requirements
- IT requirements
- other core process dependencies
• Appendix
- glossary of terms

Core Process Redesign Toolkit

BOS SHOULDBEFACT 56
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 Template
Should Be Factbook Should Be Factbook Templates
Glossary of Terms

Term/Acronym Definition

Instructions
• Provide a summary of relevant terms and
acronyms used in the "Should be" Book

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