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BV Engage Workbook & Architect Consulting Workbook
© 2014 Global Knowledge Training LLC. All rights reserved1
© 2014 Global Knowledge Training LLC. All rights reserved2
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Introduction and Context Purpose of Workbook The purpose of this workbook is two-fold:
• To show how these work products are derived from the information gathered from research and analysis activities
• To provide templates which can be filled in directly, for use in building engagement collateral for the ‘real-life’ customer engagement
Structure and Typography Major sections within this document are aligned with the structure of the Global Knowledge EA methodology:
• Build credibility
• Establish View of Customer needs
• Refine View of Customer Needs
• Prepare for Customer Interviews
• Conduct Customer Interviews
• Prepare a Vision and Scope proposal
Within each section, the major work product types are treated individually. For each, a clear context map is provided, showing where in the sequence of events it fits, and how it is produced. A blank template is included in the workbook. Further blank templates will be sent alongside this PDF for completion when developing the real material for your chosen customers.
Discovery of customer opportunity
Output
Customer commitment to move forward with analysis
Output
Business-driven view of customer enterprise
Output
Solution recommendation and alternatives
Output
Solution sign off
Output Successful implementation and achievement of customer outcomes
Understanding business value
Boosting your credibility
Establishing your view of business needs
Transforming Business Needs into Capabilities
Prepare a Vision and Scope Proposal
Understand the architecture lifecycle & frameworks
Gather customer information
Analyze current state
Refine business needs
Design future business model
Perform business transformation (architecture) analysis
Create the solution design
Establish the financial value
Measure benefits realization
Develop a recommendation
Creating an Investment Case
Create the business case
Determine an implementation approach
Create an implementation roadmap
Realize the benefits
Customer Needs/Outcomes
Engage Gather and Analyze
Build and Validate
Present and Gain
Implement and Evolve
© 2014 Global Knowledge Training LLC. All rights reserved3
Engage Workbook
1. Establish your
credibility
2. Establish view of
business needs
3. Refine view of
business needs
4. Prepare a Vision
and Scope proposal
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Preparing for and conducting Engage Stage of Architecture Consulting Lifecycle
Introduction and Context Purpose of Workbook The purpose of this workbook is three-fold:
• To provide worked examples of each of the major work products to be produced during the course of the EA Method (EAM) Engage Phase
• To show how these work products are derived from the information gathered from research and analysis activities
• To provide templates which can be filled in directly, for use in building engagement collateral for the ‘real-life’ customer engagement
Structure and Typography Major sections within this document are aligned with the structure of the Global Knowledge EA methodology:
• Build credibility
• Establish View of Customer needs
• Refine View of Customer Needs
• Prepare for Customer Interviews
• Conduct Customer Interviews
• Prepare a Vision and Scope proposal
Within each section, the major work product types are treated individually. For each, a clear context map is provided, showing where in the sequence of events it fits, and how it is produced. A worked example, based on the FinCo Case Study, is included, with explanatory guidance and commentary where needed. Finally, a writeable template is included, for use when developing the real material for your chosen customer.
You will find that the majority of the material within this workbook is read-only.
Blank templates for you to work on will be sent alongside this PDF.
Use the buttons to the left to navigate through this interactive document
Discovery of customer opportunity
Output
Customer commitment to move forward with analysis
Output
Business-driven view of customer enterprise
Output
Solution recommendation and alternatives
Output
Solution sign off
Output Successful implementation and achievement of customer outcomes
Understanding business value
Boosting your credibility
Establishing your view of business needs
Transforming Business Needs into Capabilities
Prepare a Vision and Scope Proposal
Understand the architecture lifecycle & frameworks
Gather customer information
Analyze current state
Refine business needs
Design future business model
Perform business transformation (architecture) analysis
Create the solution design
Establish the financial value
Measure benefits realization
Develop a recommendation
Creating an Investment Case
Create the business case
Determine an implementation approach
Create an implementation roadmap
Realize the benefits
Customer Needs/Outcomes
Engage Gather and Analyze
Build and Validate
Present and Gain
Implement and Evolve
© 2014 Global Knowledge Training LLC. All rights reserved4
Engage Workbook
1. Establish your
credibility
2. Establish view of
business needs
3. Refine view of
business needs
4. Prepare a Vision
and Scope proposal
Click here to return to the Main Menu
Establish Your Credibility Context
Conduct Customer
Triage
Identity Roles and
Responsibilities
R&A KnowledgebaseConduct Research and
Analysis
Engagement Project Team
Design
Consulting Value
Statement
EAM Presentation
Build Credibility Collateral
Form Team Classify
Customer Engagement
How do we convince the customer to talk to us?
Who should be involved on
our side?
What Type of Strategic
Engagement should we
have?
What is an Appropriate Customer?
Build Credibility
Step 1: Identify how your experience will benefit your customers My work experience
I have worked with GPC for 7 years as a business architect specializing in supporting financial institutions.
Before that I was a Systems Engineer with WorkNet for 3 years
I started my career as the Lead IT Consultant in Savings Bank Ltd
How my experience benefits my customers
I have extensive knowledge of the financial industry that FinCo operate in and in analyzing organizations such as theirs to understand the pain points and opportunities they are facing.
My experience includes technical and business focuses that are key to ensuring the success of any project.
Having worked within a financial institution I know the issues affecting the financial industry from the inside and out.
Step 2: Develop a brief Personal Value Statement to promote your experience My unique blend of technical expertise and business knowledge gained from working directly within financial institutions and from supporting their business development as a trusted partner have allowed me to develop a specialized skillset and understanding of the issues that are affecting FinCo.
My track record demonstrates my breadth of industry knowledge and my skill in applying that experience to enable organizations to identify and achieve their goals.
Guidance and Commentary A Consulting Value statement should show the customer that you have the background experience and expertise to help them deal with their business architecture problems
In constructing a CVS, you should consider:
• Your work experiences that add to your value as a business consultant • How those experiences benefit your customers • When and how you can articulate that value to your customers
As a checklist, you should ensure that it addresses the following details:
• Relevant Personal Background • Vertical specific • In a business-focused role
• Corporate Background • Your organization as a partner for Business Transformation • EAM and its importance • Team—based approach • Emphasis on differentiators
• Relevance to Customer Context • Recognition of their challenges
Context
Conduct Customer
Triage
Identity Roles and
Responsibilities
R&A KnowledgebaseConduct Research and
Analysis
Engagement Project Team
Design
Consulting Value
Statement
EAM Presentation
Build Credibility Collateral
Form Team Classify
Customer Engagement
How do we convince the customer to talk to us?
Who should be involved on
our side?
What Type of Strategic
Engagement should we
have?
What is an Appropriate Customer?
Build Credibility
Template for Engagement Please refer to the example Consulting Value Statement provided.
. Establish your
credibility
© 2014 Global Knowledge Training LLC. All rights reserved5
Engage Workbook
1. Establish your
credibility
2. Establish view of
business needs
3. Refine view of
business needs
4. Prepare a Vision
and Scope proposal
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Establish View of Business Needs
Unrefined Business Model Canvas - Worked Example
Context
R&A Knowledgebase
Conduct earlier Research and
Analysis
Public Domain Corporate Knowledge
Public Domain Personal
Knowledge
Company Internal Customer
Intelligence
Unrefined Business
Model Canvas
Build Unrefined
BMC
Understand Customer’s business context
Conduct Pre-meeting
Research and Analysis
What is the Customer’s
business model?
What Type of Strategic
Engagement should we have
Establish View of
Customer Needs
There are automated tools for filling out BMC structures available, including iPad apps provided by the originators of the BMS concept. As an alternative, the use of freely available templates for (e.g. Lucidchart apps from Google) could be of value.
The contents of a BMC should form the focus of, and be derivable from, the intelligence gained from your research and Analysis activities.
Refer back to the Case Study resources to confirm the validity and importance of each element within the FinCo example Business Model Canvas.
Business Model Canvas Template Please refer to the blank Business Model Canvas Template provided.
2. Establish view of usiness needs
Key Partners
• Government finance departments and policy advisors
• Investment and venture capital firms
• Financial media streams, knowledge databases, and subscription service providers
Cost Structure
People, property leases, subscription services, marketing and sales, systems and equipment costs, travel and lodging
Revenue Streams
Revenue is generated through billable hours associated with audit and tax planning services. It is also generated on a “per deal” basis by the mergers and acquisition service.
Value Proposition
Comprehensive, customized, and integrated financial advice covering audit, tax, and mergers and acquisitions • Specialized and expert
knowledge of the country specific regulatory compliance requirements for management accounting, tax planning, and fair market competition (anti-trust)
• Top quality advice provided by high integrity professionals
Customer Segments
Medium to large multi-national companies operating in Europe in the following industries: • Financials • Manufacturing • Retail • Healthcare • Public sector • Technology, media, and
telecom • Energy, infrastructure, and
utilities
Key Activities
• Accounting and auditing, tax planning and advisory services, merger and acquisition deal planning, design, and execution
• Government liaison and regulatory policy advice
Customer Relationships
Each relationship is unique and is purpose built to customer needs • FinCo executives are
personally involved in all accounts and are committed to ensuring customer success and risk minimization.
Key Resources
Office locations, staff, professional relationships
Channels
• Onsite at customer premises or host customers at FinCo offices
• Available via internet, phone, and e-mail channels
© 2014 Global Knowledge Training LLC. All rights reserved6
Engage Workbook
1. Establish your
credibility
2. Establish view of
business needs
3. Refine view of
business needs
4. Prepare a Vision
and Scope proposal
Click here to return to the Main Menu
Refine View of Business Needs Stakeholder PowerGrid
Strong Power – Little Interest Strong Power – High Interest Chief Legal Counsel & Compliance Officer CIO
CHRO CEO
Little Power – Little Interest Little Power – High Interest Executive Vice President Sales & Marketing COO
Stakeholder Business Concerns Ranking
CIO • Network’s ability to scale for growth • Technical challenges of acquisition: • Redundant systems • Integration of incompatible systems • Improving collaboration between French employees and other
FinCo workers
H
CFO • Have not been able to effectively leverage expertise it paid for by sharing knowledge
• across the workforce • Increasing travel costs and risks associated with so much travel
M
CHRO • Cross-border challenges as a result of differing work practices and culture
• Engagement, employee morale is poor • Integration of new employees into FinCo • Reduced productivity of high-cost workers as a result of increased
travel time
Context
R&A Knowledgebase
Conduct Research and
Analysis
Public Domain Corporate Knowledge
Public Domain Personal
Knowledge
Stakeholder PowerGrid
Interview Designs (SQAF)
Apply Strategic Question Asking
Framework
Produce Stakeholder PowerGrid
What Questions do we ask the
customers stakeholders?
Which Stakeholders should we interview?
Prepare for Customer Interviews
Guidance and Commentary Prior to the interviews with individual stakeholders, this analysis will be based on assumptions drawn from the existing business relationships that people within your organization have with the individuals concerned.
Care should be taken to ensure that such assumptions are noted and verified during the interview.
Stakeholder PowerGrid Template Please refer to the blank Stakeholder PowerGrid Template provided.
3. Refine view of usiness needs
© 2014 Global Knowledge Training LLC. All rights reserved7
Engage Workbook
1. Establish your
credibility
2. Establish view of
business needs
3. Refine view of
business needs
4. Prepare a Vision
and Scope proposal
Click here to return to the Main Menu
Strategic Question Asking Framework (SQAF) Context
R&A Knowledgebase
Conduct Research and
Analysis
Public Domain Corporate Knowledge
Public Domain Personal
Knowledge
Stakeholder PowerGrid
Interview Designs (SQAF)
Apply Strategic Question Asking
Framework
Produce Stakeholder PowerGrid
What Questions do we ask the
customers stakeholders?
Which Stakeholders should we interview?
Prepare for Customer Interviews
Guidance In particular, bear in mind the following guidelines with respect to the specific categories of question:
Step Considerations Current neutral These questions benefit you more than the customer, so
limit the number of questions asked.
Current negative Try to distinguish fact from opinion
Probe interviewee for evidence.
Future negative Ask enough questions to get the customer to buy into the need to take action.
Future positive Identify how the value of increasing readiness would be established or evaluated during the implementation initiation process. Be specific.
Identify any issues the customer would want to avoid in the implementation. This provides an indication of where the biggest issues might be.
SQAF Keep in mind the logical flow denoted by the SQAF sequence below.
2. Current neutral
Current facts about the organisation
1. Future outcome
Desired, required, anticipated outcome of the interaction
3. Current negative
Readiness related challenges currently facing the customer
4. Future negative
Future negative consequences these challenges might have on the customer
5. Future positive
Future advantages to the customer if these challenges are successfully addressed
6. Future agreement
Next step actions
Cu rr
en t s
ta te
c lu
st er
Fu tu
re s
ta te
c lu
st er
Preparation Needs Goals Actions
Engagement Examples Click to view the examples.
Worked Example - CEO
Worked Example – CFO
Worked Example – CHRO
Worked Example – CIO
Please refer to the blank Template for Engagement provided.
3. Refine view of usiness needs
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2. Establish view of
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3. Refine view of
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4. Prepare a Vision
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Worked Example - CEO Name of Interviewee: Stuart Wise
Job Title: CEO
STEP 1: Future Outcome Identify the desired outcome of the upcoming meeting.
a. Action (What action do you want the customer to take as a result of the meeting?)
Potential outcomes:
CEO agrees to provide access to other CxOs.
CEO provides additional follow-up data and access to strategic plan.
b. Benefits (What benefits will the customer realize if they take that action?)
CxO access: Business Architect (BA) will be able to collect additional insight on current business problems and gain full understanding from multiple perspectives.
Strategic information: BA develops better understanding of organizational goals.
c. Achievable (Can you really get the customer to take the action after one interaction?)
Yes.
d. Measurement (How will you know that you were successful?)
CxO access: Introduction made in person or virtually to at least one additional CxO with interest in potential business problem identified in pre-meeting business analysis.
Strategy information: Business planning documents received within five business days.
STEP 2: Current Neutral Which questions will you ask to determine current facts about the company business unit?
I noticed that acquisition is a key strategy for you. How is that going?
I noticed that you have seen a decrease in net income year over year. How has that impacted your business strategy?
How do you see current trends (macro- economic, vertical or market) impacting your business?
STEP 3: Current Negative Which questions will you ask to identify problems currently facing the organization?
What challenges have you faced with the companies you have acquired?
How frequently have you encountered those problems with the firms you have acquired?
Does FDL Associates present any additional challenges?
What challenges has the decrease in revenue caused for you?
What other business challenges are you facing right now? How big a problem are they? What have you tried to do to address them so far? What else could you consider?
STEP 4: Future Negative Which questions will you ask to identify future negative consequences that these issues might have on the company or on the business unit?
What will be the impact to FinCo’s business (short or long- term) if you aren’t able to address the problems?
How will these problems impact your ability to achieve your other business goals?
How will these problems impact your position relative to your competitors?
STEP 5: Future Positive Which questions will you ask to uncover future advantages to the company or to the business unit if the issues are successfully addressed?
What would be the impact of finding a solution to the problem?
How could a solution positively impact your ability to achieve your additional business goals?
What might that solution look like? What would you want to avoid in a solution?
STEP 6: Future Agreement To be determined but should match STEP 1.
CEO will introduce BA to other CxO(s).
CEO will provide access to business plan and other strategy documentation.
3. Refine view of usiness needs
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2. Establish view of
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3. Refine view of
business needs
4. Prepare a Vision
and Scope proposal
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Worked Example – CFO Name of Interviewee: Marcus Williams
Job Title: CFO
STEP 1: Future Outcome Identify the desired outcome of the upcoming meeting.
a. Action (What action do you want the customer to take as a result of the meeting?)
Potential outcomes:
CFO agrees to provide access to other CxOs.
CFO provides additional follow-up data and access to strategic plan.
b. Benefits (What benefits will the customer realize if they take that action?)
Financial statements (P&L, cash flow and asset statements, etc.)
CxO access: BA will be able to collect additional insight on current business problems and gain full understanding from multiple perspectives. This insight will be shared with the organization.
Strategy information: BA develops better understanding of organizational goals.
c. Achievable (Can you really get the customer to take the action after one interaction?)
Yes.
d. Measurement (How will you know that you were successful?)
CxO access: Introduction made in person or virtually to at least one additional CxO with interest in potential business problem identified in pre-meeting business analysis.
Strategy information: business planning documents received within five business days.
STEP 2: Current Neutral Which questions will you ask to determine current facts about the company business unit?
I noticed that acquisition is a key strategy for you. How is that going?
I noticed that you have seen a decrease in net income year over year. How has that impacted your business strategy?
How do you see current trends (macro-economic, vertical or market) impacting your business?
I noticed that you have experienced a large increase in travel- related expenses (or IT). What has caused that change?
STEP 3: Current Negative Which questions will you ask to identify problems currently facing the organization? What challenges have you faced with the companies you have acquired? How frequently have you encountered those problems with the firms you have acquired? Does FDL Associes present any additional challenges? What challenges has the decrease in revenue caused for you? What problems has an increase in travel caused for you? What other business challenges are you facing right now?
How big a problem are they? What have you tried to do to address them so far? What else could you consider?
STEP 4: Future Negative Which questions will you ask to identify future negative consequences that these issues might have on the company or on the business unit?
What will be the impact to FinCo’s business (short or long- term) if you aren’t able to address the problems?
How will these problems impact your ability to achieve your other business goals?
How will these problems impact your position relative to your competitors?
STEP 5: Future Positive Which questions will you ask to uncover future advantages to the company or to the business unit if the issues are successfully addressed?
What would be the impact of finding a solution to the problem?
How could a solution positively impact your ability to achieve your additional business goals?
What might that solution look like? What would you want to avoid in a solution?
STEP 6: Future Agreement To be determined but should match STEP 1.
CFO will introduce BA to other CxO(s).
CFO will provide access to business plan and other strategy documentation.
3. Refine view of usiness needs
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2. Establish view of
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3. Refine view of
business needs
4. Prepare a Vision
and Scope proposal
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Worked Example – CHRO Name of Interviewee: Eleanor Jones
Job Title: CHRO
STEP 1: Future Outcome Identify the desired outcome of the upcoming meeting.
a. Action (What action do you want the customer to take as a result of the meeting?)
Potential outcomes:
CHRO agrees to continue dialogue or provide additional information regarding HR-related goals or change management strategy.
b. Benefits (What benefits will the customer realize if they take that action?)
BA will better understand business problems and strategy and will be able to offer valuable insight to business based on inputs from other CxOs.
c. Achievable (Can you really get the customer to take the action after one interaction?)
Yes.
d. Measurement (How will you know that you were successful?)
Additional meeting set up or information provided.
STEP 2: Current Neutral Which questions will you ask to determine current facts about the company business unit?
I noticed that acquisition is a key strategy for you. How is that going?
I noticed that you have 25 fewer employees since the acquisition. What is causing the attrition?
What is your normal staff turnover rate?
In the Chairman’s Statement I read that work-life balance is a priority for your organization. How are you able to help employees achieve that balance? How is it going now?
Congratulations! I noticed that you have continuously been named one of the top 100 companies to work for. How are you able to achieve that result? (This would have been discovered through research).
Your people seem to be an important priority for you. How do you maintain a positive work culture through all of your acquisitions?
STEP 3: Current Negative Which questions will you ask to identify problems currently facing the organization? What challenges have you faced integrating FDL Associes employees into the FinCo culture?
How big a problem are these challenges? What else have they impacted? How have you tried to resolve the issues? What else have you considered?
Does FDL Associates present any additional HR challenges?
What other business challenges are you facing right now? How big a problem are they? What have you tried to do to address them so far? What else could you consider?
STEP 4: Future Negative Which questions will you ask to identify future negative consequences that these issues might have on the company or on the business unit?
What will be the impact to FinCo’s business (short or long- term) if you aren’t able to address the problems?
How will these problems impact your ability to achieve your other business goals?
How will this impact your position relative to your competitors?
How will these issues impact your ability to attract and retain key talent?
STEP 5: Future Positive Which questions will you ask to uncover future advantages to the company or to the business unit if the issues are successfully addressed?
What would be the impact of finding a solution to the problem?
How could a solution positively impact your ability to achieve your additional business goals?
What might that solution look like? What would you want to avoid in a solution?
STEP 6: Future Agreement To be determined but should match STEP 1.
CHRO agrees to further discussions or provides other information.
3. Refine view of usiness needs
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3. Refine view of
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4. Prepare a Vision
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Worked Example – CIO Name of Interviewee: Philip Harris
Job Title: CIO
STEP 1: Future Outcome Identify the desired outcome of the upcoming meeting.
a. Action (What action do you want the customer to take as a result of the meeting?)
Potential outcomes: CIO agrees to provide access to other CxOs. CIO agrees to act as executive sponsor. CIO provides additional follow-up data and access to strategic IT plan or organizational business plan.
b. Benefits (What benefits will the customer realize if they take that action?)
CxO access: BA will be able to collect additional insight on current business problems and gain full understanding from multiple perspectives. This insight will be shared with the organization.
Executive sponsor: CIO will be seen by other CxOs as the business person who contributes to the organizational strategy. Strategy information: BA develops better understanding of the organizational goals.
c. Achievable (Can you really get the customer to take the action after one interaction?)
Yes.
d. Measurement (How will you know that you were successful?)
CxO access: Introduction made in person or virtually to at least one additional CxO with interest in potential business problem identified in pre-meeting business analysis.
Executive sponsor: CIO agrees to a second meeting to discuss CxO access strategy.
Strategy information: Business planning documents received within five business days.
STEP 2: Current Neutral Which questions will you ask to determine current facts about the company business unit?
What is your IT vision?
How is it going?
How do other CxOs feel about technology’s ability to contribute towards business strategy and results?
How do you see current trends (macro-economic, vertical or market) impacting your business?
STEP 3: Current Negative Which questions will you ask to identify problems currently facing the organization?
What challenges do you face in executing your IT strategy?
What problems do current trends (macro-economic, vertical or market) cause for you?
What other business challenges are you facing right now?
How big a problem are they?
What have you tried to do to address them so far?
What else could you consider?
STEP 4: Future Negative Which questions will you ask to identify future negative consequences that these issues might have on the company or on the business unit?
What will be the impact to FinCo’s business (short or long- term) if you aren’t able to address the problems?
How will these problems impact your ability to achieve your other business goals?
How will this impact your position relative to your competitors?
STEP 5: Future Positive Which questions will you ask to uncover future advantages to the company or to the business unit if the issues are successfully addressed?
What would be the impact of finding a solution to the problem?
How could a solution positively impact your ability to achieve your additional business goals?
What might that solution look like? What would you want to avoid in a solution?
STEP 6: Future Agreement To be determined but should match STEP 1.
CIO will introduce BA to other stakeholder(s).
CIO agrees to be the executive sponsor, and a second meeting is set up to develop tactics.
CIO will provide access to IT strategy.
3. Refine view of usiness needs
© 2014 Global Knowledge Training LLC. All rights reserved15
Engage Workbook
1. Establish your
credibility
2. Establish view of
business needs
3. Refine view of
business needs
4. Prepare a Vision
and Scope proposal
Click here to return to the Main Menu
3. Refine view of usiness needs
Stakeholder Analysis Context
R&A Knowledgebase
Conduct Research and
Analysis
Record and refine findings from Customer
Interviews
Conduct Customer Interviews
What have we learnt about
the Customer?
Conduct Stakeholder Interview(s)
Conduct Customer Interviews
Interview Designs (SQAF)
Unrefined BMC
Consulting Value
Statement
EAM Presentation
Capabilities matrices Refined BMC
Business Motivation
Model
Gap Analysis Stakeholder
Analysis Worksheet
Template for Engagement Please refer to the blank example provided.
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3. Refine view of
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3. Refine view of usiness needs
Worked Example(s)
PART 1: Needs and Priorities
Business Challenges and Needs What the CxO Would Seek in a Solution
What the CxO Would Avoid in a Solution
How the CxO would evaluate the value of a solution
Impact if Successfully Addressed (S/M/H)
CIO Network’s ability to scale for growth Technical challenges of acquisition: • Redundant systems • Integration of incompatible systems • Improving collaboration between FDL Associes employees and
other FinCo workers
• Scalability • Reliability • Performance
• Further complexity • ROI • TCO • Easy to implement—not strain resources • Solve business problem • Minimal impact to other planned
initiatives
• Medium • Medium • Medium • High • High
CEO • Losing competitive advantage • Not able to effectively leverage expertise that FinCo paid for by
sharing knowledge across the workforce • Departure of key talent: much of the expertise FinCo wanted to
leverage has left the firm
• Increase productivity and morale
• ROI • Scalable, able to support
future acquisitions
• More complexity • Impact to billable
hours, impact to minimum training
• Contribute to innovation and competitive advantage
• Scope of change: already coping with large scale change and doesn’t want to further disrupt core business activities
• High • High • High
CFO Not able to effectively leverage expertise it paid for by sharing knowledge across the workforce Increasing travel costs and risks associated with so much travel (e.g., weather delays, etc.)
• ROI • TCO • Increase productivity
and engagement of all consultants, especially FDL Associates’s
• Reduce travel and technology costs, get back within budget
• Show proven results of whatever we buy
• Rushed implementation that would ultimately fail
• Being first to try something new and leading edge
• TCO • High • Medium
CHRO Cross-border challenges as a result of differing work practices and culture Engagement and employee morale are poor because of:
• Integration-driven staff reductions. Most of the impact was the result of integrating two Human Resource departments, but other departments were impacted as well.
• Integration of new employees into FinCo. Highly valued employees from acquired company have been leaving.
• Departure of key employees has significantly increased workload for the remaining people.
• Employees have been struggling to maintain work-life balance as a result of increased cross-border travel and increased productivity requirements.
• Reduced productivity of high cost workers as a result of increased travel time
• Decrease year over year in standing of “100 Best Companies to Work” (moved from position 22 to 47 last year and does not want that trend to continue)
• Improve work-life balance
• Increase internal knowledge management capability
• Easy to implement from training perspective
• Further damage morale
• Further impede integration of new employees
Degree to which benefits will outweigh disruption to current change process
• High • High • High • Medium
ability to attract talent
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3. Refine view of
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4. Prepare a Vision
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3. Refine view of usiness needs
Worked Example(s)
PART 2: Roles and Buying Decisions
Who Role in Buying Decision Level of Influence on Buying Decision (L/M/H) Understanding of Business
Architecture (L/M/H) Support for Architecture
Approach (L/M/H)
Whom They Can Influence (List all stakeholders that
apply)
Jonathon Whyte (IT Manager) Influencer (C2) H M H CEO
Accounting Manager Influencer (C4) L L CFO
Kim Jones (HR Manager) Influencer (C2) H L CHRO
CS Manager (each location) Influencer (C2) H L W
CS Admin Assistant (each location)
W W W W W
CS Financial Professional (each location)
W W W W W
Ishmael Moreau (IT Operations – Paris)
W W W W W
Central IT – Networking Team Lead
W W W W W
Central IT – Applications Team Lead
W W W W W
Central IT – Operations Team Lead
W W W W W
Central IT – Service Desk Team Lead
W W W W W
Ecosystem partners W W W W W
Executive VP Sales & Marketing W W W W W
Travel Agency W W W W W
W Influencer (C3) M L W CEO
W W W W W W
© 2014 Global Knowledge Training LLC. All rights reserved18
Engage Workbook
1. Establish your
credibility
2. Establish view of
business needs
3. Refine view of
business needs
4. Prepare a Vision
and Scope proposal
Click here to return to the Main Menu
3. Refine view of usiness needs
Worked Example(s)
PART 3: Organizational Readiness for Business Architecture
Level of Capability Maturity (√)
Initial (ad hoc management of processes—not clearly defined) √
Defined (processes organized, documented, and standardized) t
Optimized (continuous process improvement has been adopted) t
Ability to Manage Enterprise Change t
Poorly prepared to manage organizational change initiatives (√)
Able to manage small-scale change initiatives √
Able to manage larger-scale change initiatives t
Ability to Invest in Business Architecture t (√)
Poor t
Fair √
Good t
© 2014 Global Knowledge Training LLC. All rights reserved13
Engage Workbook
1. Establish your
credibility
2. Establish view of
business needs
3. Refine view of
business needs
4. Prepare a Vision
and Scope proposal
Click here to return to the Main Menu
3. Refine view of usiness needs
Business Motivation Model Context
R&A Knowledgebase
Conduct Research and
Analysis
Record and refine findings from Customer
Interviews
Conduct Customer Interviews
What have we learnt about
the Customer?
Conduct Stakeholder Interview(s)
Conduct Customer Interviews
Interview Designs (SQAF)
Unrefined BMC
Consulting Value
Statement
EAM Presentation
Capabilities matrices Refined BMC
Business Motivation
Model
Gap Analysis Stakeholder
Analysis Worksheet
Worked Example(s)
Internal Influencers Staff are not able to share knowledge and expertise across the business Staff are travelling too much Staff retention levels low
External Influencers Competitors winning customers from FinCo Perception of the company as a market leader and good employer falling
Strengths Good expertise and knowledge in the company
Weaknesses Unable to harness and capture knowledge across company
Opportunities Improving knowledge management will unlock huge potential and allow differentiated offerings
Threats Failure to address current issues will result in lost customers
Goals Integrate new companies and capabilities into the organization quickly and efficiently Reduce the need for frequent and unplanned travel Retain and attract best employees
Objectives Move FinCo into the top 20 on the “100 Best Places to Work” list by December 2014 Reduce staff attrition to 4% by June 2014 Implement a new IT infrastructure and datacenter by November 2014
Constraints IT infrastructure under performing Move to new premises planned
Strategic Actions Improve knowledge management processes and capability Implement collaboration solution to improve knowledge sharing and reduce travel Upgrade IT infrastructure and data center capabilities
Template for Engagement Please refer to the blank example provided.
© 2014 Global Knowledge Training LLC. All rights reserved12
Engage Workbook
1. Establish your
credibility
2. Establish view of
business needs
3. Refine view of
business needs
4. Prepare a Vision
and Scope proposal
Click here to return to the Main Menu
3. Refine view of usiness needs
Business Capability Assessment Matrices Context
R&A Knowledgebase
Conduct Research and
Analysis
Record and refine findings from Customer
Interviews
Conduct Customer Interviews
What have we learnt about
the Customer?
Conduct Stakeholder Interview(s)
Conduct Customer Interviews
Interview Designs (SQAF)
Unrefined BMC
Consulting Value
Statement
EAM Presentation
Capabilities matrices Refined BMC
Business Motivation
Model
Gap Analysis Stakeholder
Analysis Worksheet
Worked Example(s)
Business Capability
Baseline Performance and Measure
Baseline Implementation
Target State Performance and Measure
Target State Implementation
Expertise location and matching
It takes an average of six hours of staff effort to locate available domain expertise. Actual elapsed time varies.
Staff profiles on intranet and e-mails about new staff. Conference calls and e-mail.
Improve efficiency. Locate available domain expert within one hour. Increase productivity by 10%.
Web conferencing and desktop video conferencing enable inter-office relationships and quick response to needs.
Knowledge management No metrics. Knowledge assets cannot be managed. Minimal reuse because content is stored in e-mails.
Sharing of information and content is done primarily via e-mail and attachments.
Increase knowledge asset reuse by 20% per year.
Staff to utilize collaborative workspaces, knowledge repositories, and best practice process standards.
Online social collaboration Customer responsiveness is too slow. Costs (related to staff and travel expenses) are too high.
Capability doesn’t exist. Reduce travel expenses by 50%. Increase productivity by 20%. Increase customer referrals by 10%.
Distributed social collaboration platform and best practice processes enable remote interaction, promote work-life balance, and improve knowledge sharing.
Remote decision making It takes between one to three weeks to identify a complex issue and then reach an agreement on how to solve it.
Conference call or face-to-face communications. Complex communication and decisions require face-to-face interaction with partners and customers.
Reduce average time to agree on the resolution of complex issues to two days.
TelePresence simulates face-to- face communication that facilitates complex conversations and decisions.
Template for Engagement Please refer to the blank example provided.
© 2014 Global Knowledge Training LLC. All rights reserved14
Engage Workbook
1. Establish your
credibility
2. Establish view of
business needs
3. Refine view of
business needs
4. Prepare a Vision
and Scope proposal
Click here to return to the Main Menu
3. Refine view of usiness needs
Gain Agreement to Conduct Business Analysis
Business Capability Gap Analysis Context
R&A Knowledgebase
Conduct Research and
Analysis
Record and refine findings from Customer
Interviews
Conduct Customer Interviews
What have we learnt about
the Customer?
Conduct Stakeholder Interview(s)
Conduct Customer Interviews
Interview Designs (SQAF)
Unrefined BMC
Consulting Value
Statement
EAM Presentation
Capabilities matrices Refined BMC
Business Motivation
Model
Gap Analysis Stakeholder
Analysis Worksheet
Worked Examples(s)
Target Capabilities
Baseline Capabilities
Expertise Location and Matching Knowledge Management Online Social Collaboration Remote Decision Making Eliminated Capabilities
Travel Planning Outsourced
Expertise Location & Matching Substantially transformed
Knowledge Management Substantially transformed
Remote Decision Making Substantially transformed
New Capabilities
GAP—to be implemented in target state (Web
& desktop video conferencing)
GAP—to be implemented in target state
(collaborative workspaces, knowledge repositories
and best practice process standards)
GAP—to be implemented in target state (distributed
social collaboration platform and best practice
processes)
GAP—to be implemented in target
state (telepresence simulating face-to-face
communication)
Template for Engagement Please refer to the blank example provided.
© 2014 Global Knowledge Training LLC. All rights reserved19
Engage Workbook
1. Establish your
credibility
2. Establish view of
business needs
3. Refine view of
business needs
4. Prepare a Vision
and Scope proposal
Click here to return to the Main Menu
4. Prepare a Vision nd Scope
proposal
Architecture Vision and Scope Proposal Context
R&A Knowledgebase
Conduct Research and
Analysis
Prepare Scope
Proposal
Prepare Architecture
Vision
How are we proposing to
help the customer reach
this state?
What should the Customers
future state look like?
Prepare Architecture
Vision and Scope Proposal
Capabilities matrices Refined BMC
Business Motivation
Model
Gap Analyses Stakeholder
Analysis Worksheet
Architecture Vision
Scope Proposal
Template for Engagement Please refer to the blank example provided.
© 2014 Global Knowledge Training LLC. All rights reserved20
Engage Workbook
1. Establish your
credibility
2. Establish view of
business needs
3. Refine view of
business needs
4. Prepare a Vision
and Scope proposal
Click here to return to the Main Menu
Worked Example(s)
PART 1: Architecture Visions
a. Business Problem
Definition FinCo has yet to realize the value anticipated in the FDL acquisition. The highly specialized M&A knowledge that is held by FDL’s legal team is insufficiently accessible to FinCo’s tax and audit staff and as a result the delivery of a full spectrum of advisory services to FinCo’s customers is lagging. Productivity, measured in terms of billable utilization, has dropped as more time and attention is taken up with internal coordination and administration. In an increasingly competitive market, FinCo executives are concerned that the company may be losing market share and its market leadership position.
Importance of Problem Mission critical—FinCo’s ability to acquire and integrate related professional service firms on a repeatable basis is fundamental to its growth strategy.
b. Architecture Value Proposition
Stakeholder Business Priority
CEO Ensure that FinCo’s growth strategy continues to deliver the expected financial results.
CFO Effectively leverage the specialized M&A expertise across FinCo’s workforce while maintaining control of travel costs.
CIO Integrate incompatible or redundant business systems. Make technology infrastructure and network scalable for business growth.
CHRO Slow down and reverse the current trend in employee turnover. Create a common corporate culture with a sustainable work-life balance.
Objectives Business Problems Addressed Financial Benefits Non-Financial Benefits Stakeholder
Review and analyze current patterns of interaction between specialized experts across the three lines of business
Declining productivity Quantify the time and effort spent on inefficient collaboration practices and processes
Fact-based analysis of current state of collaborative practices at FinCo
CFO
Review and analyze business travel and accommodation costs for the year prior to FDL acquisition and for the time period following
Increasing travel costs Establish a financial benchmark for essential business travel and quantify the incremental expense attributable to the FDL acquisition
Establish the root cause of travel and accommodation cost increases and determine relationship to current collaboration practices
CFO
Review and analyze the current business system portfolio to establish a disposition strategy for each application asset
Redundant business systems and incompatible business applications
Reduced total cost of ownership for the overall application portfolio
Simplified application portfolio with improved application integration
CIO
Review and analyze the current technology infrastructure (networks and data centers) to assess its ability to scale
Concerns regarding the technology infrastructure’s ability to scale
Quantify the value for money from current infrastructure investments
Fact-based analysis will provide concrete data for technology planning and new technology investment
CIO
4. Prepare a Vision nd Scope
proposal
© 2014 Global Knowledge Training LLC. All rights reserved21
Engage Workbook
1. Establish your
credibility
2. Establish view of
business needs
3. Refine view of
business needs
4. Prepare a Vision
and Scope proposal
Click here to return to the Main Menu
Worked Example(s)
PART 2: Scope
a. Potential Data Gathering Activities
What? With Whom? Objectives Timeline
One-on-one interviews Professional staff and operational management Understand the current patterns of interaction across the three lines of business Weeks 1–3
Small group workshops Professional staff and operational management Confirm understanding of current collaboration patterns and review best practice patterns
Weeks 3–4
One-on-one interviews Finance staff Review and analyze business travel and accommodation costs Weeks 1–3
One-on-one interviews and small group workshops
IT staff Review and analyze current business system inventory and gather data about existing technology infrastructure
Weeks 3–4
b. Resources Required from Customer Organization
Who? Why? How Long? When?
Professional audit, tax and M&A staff Direct knowledge of current operational challenges and problems; insights into feasible and practical solutions
Approximately 6–8 hours per line of business Weeks 1–3
Finance staff Access to travel and accommodation costs; understanding of cost accrual methods and project chargeback approaches
Approximately 10–12 hours per week Weeks 3–4
IT staff Knowledge of business application systems and technology infrastructure Approximately 12–14 hours per week Weeks 1–3
4. Prepare a Vision nd Scope
proposal
© 2014 Global Knowledge Training LLC. All rights reserved22
Architect Consulting Workbook
Analyze Current
State
Design the future Business
Model
Developing a recomm- endation
Developing an imple-
mentation roadmap
Click here to return to the Main Menu
Preparing for and Conducting the Gather and Analyze, Build and Validate, Present and Gain and Implement and
Evolve Stages of the Architectural Consulting Lifecycle
Introduction and Context Purpose of Workbook The purpose of this workbook is three-fold:
• To provide worked examples of each of the major work products to be produced during the bootcamp course
• To show how these work products are derived from the information gathered from research and analysis activities
• To provide templates which can be filled in directly, for use in the ‘real-life’ consulting approach.
Structure and Typography The presentation sequence of this course includes tools and techniques to:
• Analyze current state
• Design the future business model
• Develop a recommendation
• Develop an implementation roadmap.
Within each section, the major work product types are treated individually. For each, a clear context map is provided, showing where in the sequence of events it fits, and how it is produced. A worked example, based on the FinCo Case Study, is included, with explanatory guidance and commentary where needed. Finally, a writeable template is included, for use when developing the real material for your chosen customer.
You will find that the majority of the material within this workbook is read-only.
Blank templates for you to work on will be sent alongside this PDF.
Use the buttons to the left to navigate through this interactive document
Discovery of customer opportunity
Output
Customer commitment to move forward with analysis
Output
Business-driven view of customer enterprise
Output
Solution recommendation and alternatives
Output
Solution sign off
Output Successful implementation and achievement of customer outcomes
Understanding business value
Boosting your credibility
Establishing your view of business needs
Transforming Business Needs into Capabilities
Prepare a Vision and Scope Proposal
Understand the architecture lifecycle & frameworks
Gather customer information
Analyze current state
Refine business needs
Design future business model
Perform business transformation (architecture) analysis
Create the solution design
Establish the financial value
Measure benefits realization
Develop a recommendation
Creating an Investment Case
Create the business case
Determine an implementation approach
Create an implementation roadmap
Realize the benefits
Customer Needs/Outcomes
Engage Gather and Analyze
Build and Validate
Present and Gain
Implement and Evolve
© 2014 Global Knowledge Training LLC. All rights reserved23
Architect Consulting Workbook
Analyze Current
State
Design the future Business
Model
Developing a recomm- endation
Developing an imple-
mentation roadmap
Click here to return to the Main Menu
Analyzing Current State Refined Business Model Canvas
Context
Identify issues in terms
of cause-effect
Meet with customer to refine the Business
Model Canvas
Describe the activities that create, deliver and capture
value
Refined Business
Model Canvas
Root Cause Analysis
Value Chain
Analysis
Analyze current state
What are the customers’ business problems?
How does the organization create value?
Worked Example Key Partners Key Activities Value Proposition Customer
Relationships Customer Segments
• Government finance departments and policy advisors
• Investment and venture capital firms
• Financial media streams, knowledge databases, and subscription service providers
• Accounting and auditing, tax planning and advisory services, merger and acquisition deal planning, design, and execution
• Government liaison and regulatory policy advice
• Comprehensive, customized, and integrated financial advice covering audit, tax, and mergers and acquisitions
• Specialized and expert knowledge of the country specific regulatory compliance requirements for management accounting, tax planning, and fair market competition (anti-trust)
• Top quality advice provided by high integrity professionals
• Each relationship is unique and is purpose built to customer needs
• FinCo executives are personally involved in all accounts and are committed to ensuring customer success and risk minimization.
• Medium to large multi-national companies operating in Europe in the following industries:
• Financials • Manufacturing • Retail • Healthcare • Public sector • Technology, media,
and telecom • Energy, infrastructure,
and utilities
Key Resources Channels Office locations, staff, professional relationships
• Onsite at customer premises or host customers at FinCo offices
• Available via internet, phone, and e-mail channels
Cost Structure Revenue Streams
People, property leases, subscription services, marketing and sales, systems and equipment costs, travel and lodging
Revenue is generated through billable hours associated with audit and tax planning services. It is also generated on a “per deal” basis by the mergers and acquisition service.
Guidance and Commentary As previously seen, the most significant tool used in gathering and analyzing information about the customers is the Business Model Canvas.
A Business Model Canvas represents the 9 key questions that every business must answer and that you can use to ask about your customer’s business model. Business model captures the rationale of how an organization creates, delivers and captures value.
A business model canvas helps you investigate the current state of an organization (As Is state) and build the future desired state (To Be state). The As Is state reflects the current situation of the organization, while the To Be state highlights the outcomes that are expected to be achieved through business transformation.
After meeting the clients you can refine the As Is business model canvas with more information about customer current situation and create the To Be business model canvas with customers’ future goals and expectations. Comparing the two models you will understand what changes are required and where are the main areas of focus in the business transformation process.
Value Chain Analysis Context
Identify issues in terms
of cause-effect
Meet with customer to refine the Business
Model Canvas
Describe the activities that create, deliver and capture
value
Refined Business
Model Canvas
Root Cause Analysis
Value Chain
Analysis
Analyze current state
What are the customers’ business problems?
How does the organization create value?
Worked Example Supporting Activities
Activity Type Activity Description
Firm Infrastructure Manage financial professionals and IT professionals
Human Resource Management Recruit new financial professionals and IT professionals
Technology Development Technology Development
Procurement Manage IT service providers
© 2014 Global Knowledge Training LLC. All rights reserved24
Architect Consulting Workbook
Analyze Current
State
Design the future Business
Model
Developing a recomm- endation
Developing an imple-
mentation roadmap
Click here to return to the Main Menu
Primary Activities
Industry and regulatory information
Create white paper Technical review Legal review Approval Scheduling of release
Publish on Web site
Market research and survey of customer needs
Any questions regarding white paper
Customer request for access to Web site
Confirm customer details Authorize access
Notify customer Promote white papers to customers through newsletter, e-mail blasts, and staff
Reset passwords
Customer feedback and historical inquiries
Assess need for white paper Create white paper
Publish on Web site
Customer surveys and unsolicited feedback
Answer questions regarding white paper
Request to change customer profile (e-mail, address, phone number)
Update customer profile
Notify customer when changed
Answer questions
Guidance and Commentary The concept of the value chain comes from the idea of seeing an organisation as a system, made up of subsystems each with inputs, transformation processes and outputs, which all involve the acquisition and consumption of resources. Costs and profits in an organization depend on how value chain activities are carried out.
When you perform your value chain analysis remember that it is a three-step process:
1. Activity Analysis: identify the activities undertaken to deliver a product or service; 2. Value Analysis: for each activity, think what you could do to add the greatest value
for the customer 3. Evaluation and Planning: evaluate whether it is worth making changes, and then
plan for action.
Root Cause Analysis Context
Identify issues in terms
of cause-effect
Meet with customer to refine the Business
Model Canvas
Describe the activities that create, deliver and capture
value
Refined Business
Model Canvas
Root Cause
Analysis
Value Chain
Analysis
Analyze current state
What are the customers’ business problems?
How does the organization create value?
Worked Example
Inbound Logistics Operations
Outbound Logistics
Marketing/ Sales Service
Maintaining Competitive Advantage External issues
Custom er issues
Q uality issues
Planning errors
Ensure availability and deployment of the correct staff
Value of expert knowledge not shared
Address the issues of an increasingly globalized customer base
Difficult collaboration across country boundaries
Travel causes high costs and employee dissatisfaction
Key staff members left during acquisition
Ensuring FinCo’s growth strategy continues to deliver expected results
IT Network slow and not reliable
Network unable to support new applications
© 2014 Global Knowledge Training LLC. All rights reserved25
Architect Consulting Workbook
Analyze Current
State
Design the future Business
Model
Developing a recomm- endation
Developing an imple-
mentation roadmap
Click here to return to the Main Menu
Guidance and Commentary Root cause analysis is a method of problem solving that tries to solve problems by attempting to identify and correct the root causes of events, as opposed to simply addressing their symptoms, with the aim of preventing problem recurrence.
There are different tools that can be used either individually or combined when performing root cause analysis. Here as follows we will take into consideration two approaches in performing root cause analysis: the Five Whys and the Fishbone Diagram.
The Five Whys is a question-asking process to explore the nature and cause of a problem. The Five Whys approach repeatedly asks questions in an attempt to get to the root cause of the problem. This is one of the simplest facilitation tools to use when problems have a human interaction component. To use this technique:
• Write the problem on a flip chart of white board. • Ask: “Why do you think this problem occurs?” and capture the idea below the problem • Ask: “Why?” again and capture that idea below the first idea
Continue with step 3 until you are convinced the actual root cause has been identified. This may take more or less than five questions—the technique is called the five whys because it often takes that many to reach the root cause, not because the question must be asked five times.
A fishbone diagram (also known as an Ishikawa or cause-and-effect diagram) is used to identify and organize the possible causes of a problem. It helps to focus on the cause of the problem versus the solution and organizes ideas for further analysis.
The diagram serves as a map depicting possible cause-and-effect relationships.
When performing your Root Cause analysis utilizing a fishbone diagram follow these steps:
• Capture the issue or problem under discussion in a box at the top of the diagram • Draw a line from the box across the paper or white board (forming the spine of the
fishbone). • Draw diagonal lines from the spine to represent categories of potential causes of the
problem. The categories may include people, process, tools, and policies. • Draw smaller lines to represent deeper causes. • Brainstorm categories and potential causes of the problem and capture them under
the appropriate category • Analyze the results. Remember that the group has identified only potential causes of
the problem. Further analysis is needed to validate the actual cause, ideally with data.