毕博业务流程设计方法.docVIP

PAGE 18 BUSINESS PROCESS DESIGN METHODOLOGY GUIDE Section THREE ENGAGEMENT TYPE SELECTION METHODOLOGY SECTIONS SECTION 3 – ENGAGEMENT TYPE SELECTION The BPDM Guide provides the practitioner with step by step guidance for each of the three types of business process design engagements that practitioners commonly encounter. This section characterizes and compares those three engagement types. It provides the practitioner with a criteria for determining which engagement type is the most appropriate for a given client situation and with detailed information around planning the work typically done during this pre-engagement period. Engagement Types The engagement types vary based on the magnitude of the future state change and the related level of effort. The three types are called: Tactical Design Strategic Design Transformational Design The table below profiles the engagement types. These parameters will help the practitioner understand the basic differences between the engagement types. This table is not intended to be used as an estimating tool. The table below (Figure 3.1) profiles the engagement types. Figure 3.1 Engagement Type Variables The variables in the table above are important factors for selecting the engagement type. But they are not the sole criteria. The practitioner must also consider the client’s ultimate purpose for BPD. It may be part of a larger strategic shift or it may be laying the foundation for an ERP installation. All of these kinds of miscellaneous variables must also be weighed in the selection process. TACTIcal Design The objective of tactical design is rapid and cost-effective operational improvement. Typically the client will have little appetite for any significant investment and is trying to improve performance within current state constraints and existing capabilities. Tactical design does not provide a future state design deliverable. Figure 3.2 below illustrates the three major stages of?a typical Tactical Design engagement