【文章內(nèi)容簡(jiǎn)介】 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. GO TO EXAMPLE SECTION – CLIENT DOCUMENTATION INVENTORY, PAGE 274Strict adherence to both the client’s and BearingPoint’s policies regarding confidentiality and use of information is 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.Activity – 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 but usually business unit views are adequate. There should be a strawman of each process being assessed. Strawmen help the practitioner reduce the time it takes to begin adding value. 58 / 34GO TO TECHNIQUE SECTION – MAPPING A BUSINESS, PAGE 169。 DESIGNING FUTURE STATE PROCESSES, PAGE 212It is generally not necessary to create strawman models of capabilities for strategic engagements as one might do in a transformational engagement. The capabilities that almost always have some significant bearing on business process design in a strategic engagement are Organization, Technology, Information, and People Management. Others may or may not depending on the particular processes being worked on.There is one exception to the rule stated above. It is good to have a graphical representation of the client’s anization beyond the typical anization chart. It should show at least departmental/functional area boundaries, relative size of areas/headcounts by area, and anizational and geographic proximity. The example below was developed during an actual engagement. (Figure )Figure Customer Service Business Unit Diagram ExampleActivity – Identify Performance Inhibitors59 / 34The primary objective of this activity is to capture issues (problems, deficiencies, wasting situations) afflicting the client’s operational performance. Inhibitors will start to appear almost immediately after the information collection effort gets underway. The practitioner should have a template set up even before the initial interviews and should begin using it straight away. This activity actually continues for the duration of the activity set. Identification of these inhibitors initiates the development of improvement remendations. The primary information sources early in the engagement are interviews and other collected information.GO TO TECHNIQUES SECTION – BUILDING A PERFORMANCE INHIBITORS TABLE, PAGE 202Often issues are related to mon performance inhibitors that the experienced practitioner will recognize easily. Many of these inhibitors are described in the Design Topics Section of the guide.GO TO DESIGN TOPICS SECTION – INHIBITORS, PAGE 14060 / 34Activity – 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 subject processes and capabilities.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. This is a little different than the crit