【正文】 for the practitioner. Activity – Evaluate Business Processes and Performance IssuesThe primary objective of this activity is to plete the analysis of the target business processes and all items on the performance issue list developing both performance gaps and improvement opportunities. The output of this activity is typically a ponent of the Current State Assessment deliverable. This activity should take less than one week on a typical tactical engagement. This activity can start when the Convergent Assessment Workshops are finished and all remaining information collection efforts are pleted. Developing the required performance gap analysis will require the practitioner to obtain best practice benchmarks related to key performance measures and findings.GO TO PERFORMANCE MEASUREMENT SECTION – BENCHMARKING, PAGE 255Activity – Identify Root CausesThe primary objective of this activity is to plete a summary of performance issue root causes. 44 / 20The practitioner usually prepares a presentation and meets with the client sponsor and key SMEs. By explaining performance gaps, summarizing issues and other findings and developing themes, the practitioner can narrow in on the client’s improvement preferences and help them coalesce around change drivers and improvement levers. The output of this meeting must be captured and analyzed by the practitioner. This is the point in time when the Current State Assessment deliverable really begins to take shape.GO TO EXAMPLES SECTION – ROOT CAUSE AND DESIGN THEME PRESENTATIONS, PAGE 290Though ‘design themes’ per se are not required it can be helpful to use the root causes to develop some directional indicators that the remendations can fit under. (Figure )Figure Future State Design ThemesActivity – Develop Improvement RemendationsThe objective of this activity is to develop the tactical change remendations. The primary sources of the information that provide the basis for the remendations is the current state process maps and the performance inhibitor table. Many practitioners have a final column on their table template expressly for developing remendations. This activity can start during the course of 45 / 20the convergent workshops and should conclude at the point when the remendations are integrated into the business case being the basis of the cost benefit analysis.Some practitioners maintain that developing a coherent list of discrete tactical change remendations is more difficult than designing a future state process. They do not have the luxury of time, they know that they can not use costly improvement levers to generate big benefits, and yet they must find and justify feasible changes. They also must remain cognizant of the larger process picture and be sensitive to how their remendations might impact other processes up stream, down stream or running parallel.Generally some type of process activity analysis is used to identify the greatest opportunities (Figure ). Tactical design does not rely on improvement levers but the practitioner can consider minor improvement levers as part of the remendations, at least they are worth exploring. Figure Simple Cost AnalysisThis is also the point during a tactical engagement that the practitioner should consider remendations specifically related to performance measurement program that will track the results of the tactical changes.GO TO DESIGN TOPICS SECTION – MINOR IMPROVEMENT LEVERS, PAGE 146GO TO TECHNIQUES SECTION – BUILDING A PERFORMANCE INHIBITOR TABLE, PAGE 202。 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