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Coach Guidance

• The notes are thought-provoking but need not change the direction of the case study. You will have to be mindful of the audience.

ACW Case Study Sample Solution

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Domains of Change: ExerciseExercise 1

Hexagon 1: The client’s scope of change

Hexagon 2: The scope of the client’s change we have been asked to deliver

OrganizationB

usin

ess

Pro

cess

Location

Data

Tech

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Application

Organization

Bus

ines

sP

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Location

Data

Tech

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Application

Major experienceSubject Matter ExpertMinimum experience

Moderate experience

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Exercise 1

Hexagon 1: The client’s scope of change Hexagon 2: The scope of the client’s change we have been asked to deliver

Process Rad / Maj Re-engineering of the supply chain processes, which includes manufacturing, procurement, and customer sales and support. Also a redesign of their customer services. All in all, some serious process change. So it is at least major, but there is a good argument for Radical.

Maj / Mod Need to be involved in the definition of the supply chain processes, as you need to be doing a gap analysis with the standard SAP processes.

Questions raised: Who is responsible for process definition? How will the gaps analysis be done between future state and SAP standard process? Is this an opportunity or a risk?

Organization Rad / Maj They might be thinking of changing the image of the bat company.

Increase or change to customer service focus.

Different supply chain organizational structure.

Mod / Min CSC is probably defining roles associated with the application, but Oyref! will be managing the business change.

IT staff might be outsourced to CSC for the management of the ERP.

Questions raised: Who is responsible for business change and communicating with the people? Is this an opportunity or a risk?

Location Mod Shift of key management to US for the bat company, reacting to the customer demand.

Some changes of activities at existing facilities.

Might centralize and move ERP management system to the data center.

Min Might centralize and move ERP management system to data center.

Questions raised: Have they asked us to manage this after implementation?Is this an opportunity?

Rationale

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Rationale (continued)

Exercise 1

Hexagon 1: The client’s scope of change Hexagon 2: The scope of the client’s change we have been asked to deliver

Data Maj With the introduction of a single ERP, huge re-structuring of the existing data. Not Radical because most of the data is currently there and there is no big change in this type of information.

Questions raised: Are there any changes in the data and its structure to support the exploiting of customer information?Is this an opportunity?

Maj ditto

Application Rad ERP is replacing all other applications; therefore there is a new application architecture required.

Questions raised: has the client considered outsourcing the management and maintenance of the ERP to CSC?Is this an opportunity?

Rad ditto

Technology Maj Even though you are making big changes in the technical environment to run the ERP, the management of the environment will be vastly simplified.

Questions raised: has the client considered outsourcing the management and maintenance of the ERP to CSC and moving it to a data center?Is this an opportunity?

Maj ditto

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Overall Questions and Thoughts

• Win themes for opportunities identified:– Who is covering the identified gaps? These need to be filled through good

governance – manage engagement dependencies or this is an opportunity for other CSC offerings

– How would you sell CSC in the areas over and above what we have been asked to do?

– Who is in control of the overall change program?– How do you get the CEO/Board to trust us to help at a higher level?

• Alignment of Catalyst to the Opportunity planning• When we move into the DAT portion of the hexagon we might find that the

customer has not exploited IT to achieve their business change.

Exercise 1

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Selecting the Entry Point in Catalyst and the Appropriate Governance

Exercise 2

Hexagon 1: The client’s scope of change

Hexagon 2: The scope of the client’s change we have been asked to deliver

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Exercise 2

From Hexagon 1: The client’s scope of change

From Hexagon 2: The scope of the client’s change we have been asked to deliver

Life Cycle Entry Point

They have entered at Vision and Strategy, still working with ProExperts to define processes

We are entering at Solution Architecture

Management Stages

Program Management, Program Office (part of Management Support Processes)

Program Management, Project Management, Project Office (part of Management Support Processes)

Risks Program Manager is inexperienced How can we improve communication between CSC and ProExperts?

Opportunities

Offer to coach the Program Manager? Is there an opportunity to manage the Architecture of the solution?

Offer Service Management?

Be involved with the process definition (ERP come with its own generic processes, best practices, etc.)

Rationale