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50BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFIVEENGAGEMENTTYPE2:STRATEGICDESIGNSECTION5–ENGAGEMENTTYPE2:STRATEGICDESIGNSTRATEGICDESIGNTheaimofstrategicdesignistypicallytosignificantlychangethebusinessprocessinoneormorebusinessunitsorfunctionalareas.Capabilityelementsmayalsobeconsideredatpointswheretheydirectlyimpactthebusinessprocess.Theengagementisstaffedwithasmallteamofpractitionerswhoworkonitfortheentireduration.(Figures5.1,5.2)Figure5.1StrategicDesignActivitySetsFigure5.2StrategicDesignEngagementLifecycle51BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFIVEENGAGEMENTTYPE2:STRATEGICDESIGNACTIVITYSET1.0–SETCOURSETheprimaryobjectiveforthisactivitysetistodeveloptheStatementofWork(SOW)fortheengagement.TheprimarysourceofinformationfortheSetCourseactivitysetistheclientsponsor(s)andpersonstheydesignate.Alloftheactivitiesinthisactivitysetareimportantandallofthemshouldbecompleted.ThetypicaldurationforthisactivitysetforaStrategicDesignEngagementisbetweenoneandtwoweeks.Thesequenceofactivitiesisnotrigidandactuallymuchoftheworkcanbedoneconcurrently.Activity1.1–DraftStatementofWorkTheprimaryobjectivehereistobeginwiththeendinmind.ThedevelopmentoftheSOWshouldbeginassoonastheengagementtypeselectionismade.Itisalwaysdevelopedincloseassociationwiththeclientsponsorandpersonstheydesignate.ItisrecommendedthatthepractitionerdraftapreliminarySOWveryquicklyandintroducethesponsortoitscomponents.ItisalsorecommendedthatallconsultantsinvolvedintheengagementbecomefamiliarwiththeSOWearlyon.TheimportanceoftheSOWcannotbeoverstated.Itisthefoundationforeverythingthatcomesafter,itsetsexpectationsandwillcontinuetobeakeyreferencethroughtheengagement.TheSOWisoftenapartoftheengagementletterortheformatmaybespecifiedinthemasterservicesagreementwehavewiththeclient.Thoughitisanengagementmanagementtoolandnotamajordeliverable,itisappropriatetotreatitlikeone.Setadeliverydateandcompleteitbythatdateandhavetheclientsponsorcommittoit.Getaclearmandate(thehammer)fortheworkthatistobedone.Thisrequiresthepractitionertodevelopaclearunderstandingaboutthesponsor’sauthority/powerwithintheorganization.Theappropriatelevelofdetailisdeterminedbythepractitioner.ThelanguageintheSOWshouldbepreciseandclear.BearingPoint’sSOWtemplateincludesthefollowingcomponents:•Startdatesandenddates•Definitionsofkeyterms•Assumptions•Scope•Objectives•Overviewoftaskstobeperformedbyconsultant•Milestones/timeline•Personnel(consulting)•Deliverabledescriptions•Locationofperformanceofservices•Clientobligations•Consultantcompensation(ifitistobeincludedinengagementletter)DeveloptheSOWrapidlyandbringclosuretotheeffortsothatallinvolvedknowitisfinalized.52BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFIVEENGAGEMENTTYPE2:STRATEGICDESIGNGOTOEXAMPLESSECTION–STATEMENTOFWORK,PAGE262Activity1.2–DevelopGovernanceStructureEvenrelativelysmallengagementsshouldhavepreciseandcleargovernancestructures.Itisdevelopedjointlybetweentheclientsponsorandthepractitioner.Thelevelofdetailandspecificityofthedocumentmayvarybutitshouldindicatewhoholdsthemanagementpositionsrelatedtotheengagementandgivesomeindicationwhattheirlevelofauthorityis.Itoftentakestheformofasimpleorganizationchartbutthepractitionermaybebetterservedusingapicturethatfocusesonspecificrolesliketheonebelowwhichwasusedonarecentdesignengagement(Figure5.3).Thebeautyofthistypeofdiagramisthatitindicateswhotheprocessownersare.Thepractitionershouldalsoincludebriefdescriptionsofrolesandresponsibilities.Figure5.3StrategicEngagementGovernanceStructure53BUSINESSPROCESSDESIGNMETHODOLOGYGUIDESECTIONFIVEENGAGEMENTTYPE2:STRATEGICDESIGNActivity1.3–IdentifySMEsandFormClientTeamOncethepractitionerhasaclearpictureofthedeliverablesthatmustbedeveloped,theyshouldidentifythekeysubjectmatterexpertswithintheclientorganizationwhowillhelpinitiatethecollectionofoperationalinformationthatwillberequiredduringsubsequentactivitysets.GenerallythesponsorwilldesignateanindividualtoassistthepractitionerwithSMEidentificationandinitialcontact.UsetheSOWdeliverableslisttocreateachecklistoftheareasofinterestthatmustberepresented.Itmayormaynotbenecessarytoformadedicatedclientprojectteamforastrategicengagement.Itisuptothepractitionertodecideifthescopeofthework,therelationshipwiththeclientandthecultureoftheclientorganizationmakeitnecessaryornot.Itmaybeappropriatewhenahighlevelofcoordinationandearlybuy-inarerequiredorwhenanumberofdifferentpoorlyconnectedfunctionalareasareinvolved.Clientprojectteamscanhaveanadverseimpactonthescheduleduetothetimeittakestoselect,transition,educate,andmanagethem.TeammembersshouldbeSMEsintheirownright,respectedandcrediblemembersoftheorganization,creativeideageneratorsandshouldtypicallyhavesomelevelofauthority,atleastlinemanagerorseniorstaffanalyst.Determinetheirskillsetsandpreparetrainingtoclosegaps.Deliverorientationtrainingwhichshouldincludefamiliarizationwiththeworkplan,teambuilding,BPDfundamentals,andengagementgroundrules.Thisisalsothepointatwhichitismostappropriatetoconductanengagementkick-offmeetingwiththeclientsponsorandpersonstheydesignate,oftenprocessownersandkeySMEs