【正文】 nder titles. It can not hurt to ask to see items that appear to be of interest. The worst they can do is say no. The practitioner may try to anticipate what information they would like to have and create a wish list of sorts to provide some structure to the collection effort. They should also maintain some kind of inventory of client documentation they collect.GO TO EXAMPLE SECTION – INFORMATION COLLECTION CHECKLIST, PAGE 274The practitioner can not provide a valuable current state assessment without the right information. Getting that information from the client rapidly and efficiently is critically important. The practitioner’s success here can have far reaching implications for the ultimate success of the engagement.GO TO EXAMPLES SECTION – DOCUMENT INVENTORY, PAGE 274Some client’s cultures don’t take kindly to outsiders asking for documents no matter which executive is sponsoring the engagement and this is sometimes the first point of resistance the practitioner will run into. Be professional but be doggedly persistent too. Once you are on the client site be a sponge. Rarely is it possible to collect every piece of information on the wish list but work hard to get what is available. The practitioner should always create an inventory of the client’s recently pleted, ongoing, and planned projects so they can reach an understanding about how familiar the client is with a project orientation, their experience with consultants, and attitudes toward and success with change in general.All collected information must be anized so it can be used effectively throughout the engagement. Decide on an anizing approach and build a repository or data base of some kind and populate it quickly. Strict adherence to both the client’s and BearingPoint’s policies regarding confidentiality and use of information is a extremely important. In the event the client provides a hard copy of a document with the understanding that it be returned, return it at the earliest possible opportunity. This activity can actually begin even before the Set Course activity set is pleted. This activity and activities , and can be done concurrently.37 / 20Activity – Develop Process Strawmen (Optional)This activity is optional. The primary objective of this activity is to develop maps of the target processes called strawmen that will accelerate the assessment effort. Strawmen are tools and not deliverables. They only need to be rough highlevel approximations. They are used as a starting reference to level set and provide structure in interviews and workshops. They are especially handy in workshops. Draw on all of the material collected to date for information. The practitioner will have to determine what level of detail is appropriate. There should be a strawman of each process being assessed. Strawmen help the practitioner reduce the time it takes to begin adding value. GO TO TECHNIQUE SECTION – MAPPING A BUSINESS PROCESS, PAGE 169。 BUILDING A COST BENEFIT ANALYSIS, PAGE 235GO TO PERFORMANCE MEASUREMENT SECTION – MEASUREMENT METHODS, PAGE 246GO TO EXAMPLES SECTION – GAP ANALYSIS, PAGE 278。 CAPABILITIES, PAGE 131.Activity – Conduct Divergent Assessment WorkshopsThe primary objectives of this activity are to:? Map target processes – developing accurate graphical representations of the way work is done at the current time, ? Capture information related to capabilities that have a direct bearing on the target processes. ? Validate issues identified previously and identify additional issues related to the target processes.The difference between interviews and workshops is that workshops are facilitated, preferably by an objective and focused practitioner. It is best to use one facilitator. Multiple facilitators in the same workshop cause more confusion than any additional expertise is worth. The facilitator should be supported by one or more scribes who capture information in real time. The scribe role can be filled by consultants or client team members.The point of a any workshop is to generate information which is provided by the participants. Facilitation is more art than science. The challenge for the practitioner/facilitator is to be a pump and a filter and a medium and a referee and NOT an influencer or an oracle or an SME or a judge. First the practitioner and the client must decide how much can be done in a particular workshop. The ideal situation is to focus on one or more endtoend processes which means that the individuals participating must represent all of the areas of expertise related to the target business process(es). Successful workshops begin with good participant selection. Assessment Workshop participants should be selected based on their work expertise, their ability to articulate explanations of what they do and their willingness to share what they know. Typically Assessment Workshops can be conducted effectively with anywhere from 4 to 14 participants. If there are fewer than 4 an interview set up may be more appropriate and with more than 14 it is probable that all participants will not have an opportunity to contribute constructively. Workshops should be intense and exciting and like all things that are intense and exciting they can not go on forever. It is best to spend from 3 to 5 hours in a workshop setting in any given day. If more than 5 hours is required schedule an additional day. Mornings are typically more productive than afternoons. Tuesdays, Wednesdays, and Thursdays are generally less problematic than Mondays and Fridays.39 / 20The configuration of the workshop space is up to the practitioner but a ‘U’ shaped seating arrangement for participants is usually preferable to a more traditional classroom set up so all participants can see each other and interact easily. In most cases a graphical presentation tool should be used to capture information and create picture