【正文】 dated current state process maps and up to date issue tables. Before the workshop the practitioner/facilitator should carefully review the maps and issues and identify obvious inhibitors and other areas of interest that appear to offer the greatest opportunities. 42 / 20In the workshop the facilitator should help the participants to:? Deconstruct the processes identifying inhibitors and placing them in context,? Explain situations where ponents of particular capabilities like IT or HR have an adverse impact on processes, ? Estimate the significance of the inhibitors and other problems,? Articulate the root causes of the inhibitors and issues (push participants to say what they mean and do not make assumptions that are liable to be questioned later).GO TO DESIGN TOPIC SECTION, INHIBITORS, PAGE 140。 BUILDING A COST BENEFIT ANALYSIS, PAGE 235GO TO PERFORMANCE MEASUREMENT SECTION – MEASUREMENT METHODS, PAGE 246GO TO EXAMPLES SECTION – GAP ANALYSIS, PAGE 278。 IMPROVEMENT LEVER RECOMMENDATION, PAGE 29046 / 20Activity – Complete Current State AssessmentThe primary objective of this activity is to plete and deliver the Current State Assessment. The document should be in draft form by the beginning of the final week of the activity set schedule. The contents should be reviewed with the client sponsor prior to final document production. This is the engagement’s second Commit Point. The client should indicate that they accept the deliverable and acknowledge that it satisfies the requirements laid out in the SOW.47 / 20ACTIVITY SET – BUILD TACTICAL BUSINESS CASEThe primary objective of this activity set is the pletion of the engagement’s third and final major deliverable, the Tactical Design Business Case. Activity – Develop the Business Case StructureThe primary objective of this activity is to set up the business case. The practitioner must use their discretion regarding the amount of time and effort dedicated to this activity. They should have a clear vision of the ponent parts of the business case as the pletion of the current state assessment approaches. A typical business case deliverable consists of the following ponents: 1. Business Environment and Change Imperatives 2. Cost Benefit Analysis (CBA)3. Transition Issues 1. Business Environment and Change ImperativesThis section for a Tactical Engagement is typically a summary of the contextual information collected at the beginning of the engagement. The focus is on answering three main questions: ? What is the current environment, both internal and external but usually weighted toward the internal view, in which the business unit is operating?? How and why must the business respond to existing challenges from a business process perspective?? What are the key opportunities for processes and capabilities to create value, and how must the business unit change to take advantage of these opportunities? Again, it should be possible to plete this activity without much additional information collection.2. Cost Benefit Analysis (CBA)The main purpose of this section of the Business Case is to document the financial investment and time investment to 。 MINOR IMPROVEMENT LEVERS, PAGE 146Making the most of workshop time is important. In an effort to leverage the group the practitioner/facilitator can ask or suggest that the participants take notes during the workshops to provide input in addition to that shared with the group during the workshop. It can be written right on hard copies of the maps or on note pads. At the end of the workshop the practitioner can end up with not only their own flip chart sheets/white board print outs and the scribes’ notes but also information directly from the participants. Don’t be afraid to get the participants engaged.GO TO TECHNIQUES SECTION – IMPROVING A CURRENT STATE BUSINESS PROCESS, PAGE INHIBITORS, PAGE 140。30 / 20SECTION 4 – ENGAGEMENT TYPE 1: TACTICAL DESIGNTACTICAL DESIGNThe objective of tactical design is rapid and costeffective operational improvement within a single business unit. Typically the client will have little appetite for any significant investment and is trying to improve performance within current state constraints and existing capabilities. Tactical design does not provide a future state design deliverable. (Figures , )Figure Tactical Design Activity SetsFigure Tactical Design Engagement LifecycleACTIVITY SET – SET COURSEThe primary objective for this activity set is to develop the Statement of Work (SOW) and the work plan for the engagement. The primary source of information for the Set Course activity set is the client sponsor(s) and persons they designate. All of the activities 31 / 20in this activity set are important and all of them should be pleted. The typical duration for this activity set for a Tactical Design Engagement is one to two weeks. As with all aspects of the Tactical Design Engagement Type speed and efficiency are of prime importance.Activity – Draft Statement of WorkThe primary objective here is to begin with the end in mind. The development of the SOW should begin as soon as the engagement type selection is made. It is always developed in close association with the client sponsor and persons they designate. It is remended that the practitioner draft a preliminary SOW very quickly and introduce the sponsor to its ponents. It is also remended that all consultants involved in the engagement bee familiar with the SOW early on. The importance of the SOW can not be overstated. It is the foundation for everything that es after, it sets expectations and will continue to be a key reference through the engagement. The SOW is often a part of the engagement letter. The format may be specified in the master services agreement with the client. A draft of the SOW should be plete by the close of week two. The appropriate level of detail is