ABM Case Study Situational Analysis Update
Dec09

ABM Case Study Situational Analysis Update

The SEAS’ Consulting team participating in the ABM Health Check Engagement Simulation completed its Situation Analysis phase.  The team worked diligently across the three streams of Strategy & Innovation, Enterprise Architecture, and Change Management to examine, analyze, collate, and document its findings. The team used Kepner-Tregoe’s Situation Analysis (SA) method to complete the analysis of all issues and enumerated 53 major issues which translated into 73 clarified concerns.  The 73 concerns were further rationalized (eliminating redundancies and consolidating issues with single action to resolve) into 51 specific and prioritized concerns classified by priority, importance, & growth.  Each of the individual streams: Innovation & Strategy, Enterprise Architecture, and Change Management were pegged against these 51 concerns specifying which stream, or practice, leads the resolution of the concern and which streams, or practices, receive the analysis to complete its downstream work. As an example, one of the 51 specific concerns was: “Production Schedules/Forecasts are not used during sales cycle for new commitments.” This concern was prioritized as Seriousness (H), Urgency (H), Growth Trend (Increasing).  It was then assigned to  Business Architecture (EA) to lead its resolution.  The output of this effort will feed the Change Management team to work on the People aspect of resolving this concern such as Training & Communication.  Finally Technology Architecture (EA) will be the recipient of the output from Business Architecture & Change Management team to define the target Architecture for addressing this concern. In the coming few weeks the three streams will complete their analysis of the top concerns and develop the associated roadmaps.  Once that phase completes the consulting team will work on consolidating the deliverables into one body of work that rationalizes the analysis and proposes one roadmap as an output of the Health Check engagement. The consulting team will be posting their individual updates in the coming week to share with the society their findings and experience thus far with the case study. Stay tuned for progress as we continue our journey in solving ABM’s Business...

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Change Management – Purpose and Perspectives
Nov21

Change Management – Purpose and Perspectives

Change Management We have two distinct types of Change one for IT and one that is a more structured time intensive process for people and process changes.   There are times when these two processes are misunderstood and IT takes on the business change without taking the action.  The results are issues caused by an IT change.  Nuances or a quick fix in the Data Warehouse, looks like the solution to the problem, when in fact the process and people are fumbling while a report looks great.  Missing the change management for people has become a common problem for many companies. Business Change Management IT Change Management Business – Any change to people, process or technology. The people change management requires people, may include technology and may also include process, these changes are typically performed by specialized resources “Change Management” experts.  Managers of the people who need to change and change management experts are partnered for the change and work through the people parts of change in effective change programs. A business change that requires people to make adjustments to the way they perform their work, activities or process. May be prompted by a re-organization May be prompted by an acquisition May be prompted by transformation May be prompted by an audit and managed through strategy May be a change in strategy May be a change in technology An IT service management Change Release – IT change has been crafted for non-release or no data type changes Planned Maintenance Data migration – non-structure data migration 1:1 mapping Backend db performance tuning Change Management – People A scheduled release planned or in some cases not IT related and simply aligned to a release for managing the gate criteria for the people changes. Dependencies in a release Any changes to the five capability model requires “Full integration and regression testing” a reason most project teams mark “no” sox and no regression testing or no dependencies in a release A recovery time test (ideally item 2 and 3 are sequenced in a way to incorporate sarbanes-oxley testing). The changes which occur in any business function have downstream impacts when the change relates to the five capabilities.  A business process architecture allows greater visibility into the inputs and outputs for greater understanding and visibility. This is true in an integrated organization, where people are sharing the information for lower waste and greater efficiency.  At least, in an organizations where the information is integrated across business functions requires change management. The primary point for us to consider, when we think of a change and it involves people, process or technology we are talking about a concentrated communication strategy...

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ABM Case Study Competition Round 1 Complete
Oct18

ABM Case Study Competition Round 1 Complete

The SEAS’ advisory board is happy to announce Round 1 winners in the Acme Building Materials (ABM) Case Study Competition.  Click here to access the Original Case Study post. Over the past several months we looked for the most active participants and those committed to work on the case study as thought leaders.  Today we are happy to announce the completion of Round 1 of our competition and the selection of the following individuals as “Lead Consultants“: Ahsan Rauf, Strategy & Enterprise Architecture Ajwad Adeel, Strategy & Performance Iyad Hindi, Enterprise Architecture Dima Khatib, Change Management Raheela Babar, Change Management Jayme Johnson, Change Management In addition, the following SEAS’ advisory board members will play roles in the Consulting Engagement simulation: Regine Deleu, Acme Building Material Board Member (To provide responses and guidance to the consulting team) Fadi Hindi, Engagement Partner (To guide the analysis, roadmap development, and offer guidance with strategy/frameworks) **Note: The SEAS’ case study is a Consulting Engagement Simulation without any commercials or financial/non-financial compensation to participants.  Individuals are participating in the case study as an academic exercise to further their knowledge and careers by subscribing to SEAS’ fundamental belief in knowledge sharing and career growth.  See our Mission & Values on the main home page for details.  ...

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eGovernment – How to Handle Change
Sep25

eGovernment – How to Handle Change

Get Buy-In for Change At the start of an Electronic Government or eGovernment program you need buy-in from the highest level of leaders of a country. You need to be able to show the benefits and reason for the change. People react differently towards changes. There are people who resist change out of fear of the unknown and the comfort with the present. That is why you need to spend more time and energy to convince those people to let them see the needs and the benefits of the changes. Some people embrace change eagerly as a matter of achieving potential opportunities. Others simply flow with the evolution of nature and allow change to play a constant role in their way of working. Over the past decade many governments have conceived and implemented programs intended to launch their government into the digital realm. eGovernment leads a country into the Information Age. It improves both how the government operates internally as well as how it delivers services to the people. It improves the convenience, accessibility and quality of interactions with citizens and businesses; simultaneously, it improves information flows and processes within government and as a result speeds up and increases the quality of policy development, coordination and enforcement. The vision of an eGovernment is that government and businesses work together for the benefit of the country and all its citizens. Map out the Existing Landscape Before starting to design a high level architectural vision, you need to know the current situation. What agencies exist, what departments they have, which internal and external services they provide, who are the consumers of those services, who are the 3rd parties that are involved to provide those services, who are the stakeholders, what is their involvement… You also need a high level planning for the preliminary phase. Estimate according to the number of departments involved, and this to map out the current landscape and to get a high level baseline. Schedule iterations and update your planning accordingly. The more knowledge you get, the more accurate you can plan. The next step is to baseline the high level goals, processes, inputs & outputs, roles & responsibilities, triggers… for each agency and department. Analyze those baselines and look for overlaps, gaps, workarounds, legacy processes. Find the quick wins, question the reason behind processes, and remove obstacles to get those quick wins in place. Make sure you have the correct figures before you try to prove the benefits. One of the ways I use to show the benefit of a change to a large variety of stakeholders is graphical, even an animated screenplay can be a real...

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ABM Manufacturing Business Case Competition
May15

ABM Manufacturing Business Case Competition

Acme Building Materials (ABM) Manufacturing is the first Business Case Competition sponsored by the Strategy & Enterprise Architecture Society (SEAS).  The SEAS’ Advisory Board is excited to bring this case study to all members and to run the competition to inspire thought leadership and generate great ideas to solve ABM’s ailments. Why should you participate? The ultimate prize will be a professionally produced publication crediting the finalists on Apple’s iBookstore.  This publication will be made available for free download and all the costs associated with its publication will be borne by SEAS. Why is SEAS doing this? This initiative enable SEAS to execute on its primary objectives: Improve members’ knowledge and careers.  The intellectual exchange to solve the business case and professional networks that result from the exchange are two fundamental components that help our members grow professionally. How do I get the Case Study? You can download your FREE copy of the case study here. How do I participate? All the Guidelines required for you to participate are available in the Case Study.  And you will also need to join the subgroup “SEAS – Business Case Competition” click here to go to the subgroup. We wish you the best of luck with the competition. The SEAS’ Advisory Board...

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The Common Denominator in Change Management Methods
Aug21

The Common Denominator in Change Management Methods

There are many Change Management methodologies out there, and most of them are just as effective as the others.  They may vary in scope, for example, some may cover more Change Management concepts.   They may also vary in complexity, where some require more knowledge of Change Management fundamentals.  In either case, most Change Management methods can be reduced to the same common denominator… engaging with stakeholders. In Change Management, a stakeholder is either someone who is impacted by the change or someone who can influence the change.  This distinction between impact and influence is important as it sets the foundation for the rules of engagement.  At its most basic level, traditionally stakeholders being impacted have minimal authority over the change, whereas stakeholders with influence have maximum control over the change.  For this reason, how you engage with them will vary; however, the key to success for both is engaging them in the first place! Below are some tips for engaging with stakeholders. Find out their wants and needs.  Take the time to really get to know your stakeholders, either individually or as a group, so that you can analyze their situations and perspectives in order to uncover their concerns and requirements. Personalize the interactions.  Tailor your messages based on your stakeholder analysis so that your interactions are personalized, meaningful and compelling. Follow through on commitments.  Build trust with your stakeholders by setting, managing and meeting their expectations. Be consistent and supportive.  Remain stable and dependable when stakeholders experience varying emotional responses to the change, as those reactions are natural and to be expected. To summarize, stakeholder engagement is not one-way, nor is it one-time – it’s an ongoing dialogue that builds relationships. What other common denominators do you feel are critical success factors for Change Management...

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